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Once upon a time, companies were like ocean liners. Anyone fortunate enough to secure a berth cruised through a career and disembarked at retirement age. Those days have gone, probably for ever. Argues that it is no good believing things can be the same, only a bit different. A fundamental...
Dallas‐based Texas Instruments has formed centres of excellence, to train people to meet the company’s future needs and help to place employees where they are needed most. Explores how the system works.
Laughter, play and a sense of humor are key tools for improving communication. They can help team members to become more creative, collaborative and customer‐centered. They can also lower stress and accelerate learning. Claims that, without humour at the workplace, there can be no real...
A training programme for supervisors at the float‐glass manufacturing subsidiary of UK glassmaker Pilkington boosted supervisors’ skills, increased quality and cut costs. Savings resulting from just one of the programme’s 44 projects have more than paid for the programme as a whole. Total...
Many managers pay their star performers too little and their inefficient employees too much. Pay plans often send employees the wrong message or no message at all. Outlines a few simple rules which can iron out many of the problems, and need not cost a lot of money.
Hewlett‐Packard has earned a reputation for excellent products and methods of production. Illustrates the role which creative teams have played in the company’s success.
How far can an employer go in favouring women when taking on staff or promoting someone, and still remain within the bounds of European law? What has a state or an employer the right to do in order to ensure that jobs are shared fairly between men and women? The European Commission has tried to...
Your company may be flatter, leaner and fitter, but how do the employees feel about it? While modern work methods can bring about significant advantages for the workforce, some feel there can also be important drawbacks.
GE Plastics, a division of the General Electric Co., came up with a simple yet powerful idea for teambuilding ‐ by putting its employees to work helping the community. Describes the scheme in detail.
Managers have always placed a higher value on action than reflection. Most of them work at an unrelenting pace, focussing on a specific issue for a short period of time, then moving instantly on to the next. But more companies are coming round to the view that managers should be able to call a...
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