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CEO serves up a hot bowl of praise Tasty way to nourish employees' feelings

CEO serves up a hot bowl of praise Tasty way to nourish employees' feelings Purpose – Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings – Learning is not always about the big things. Learning something which could ultimately be vital to a career or a business, or both, does not always have to be about the strategic changes in direction which learning organizations can assess, quantify, measure and score. Sometimes it only takes a tweak – maybe resulting from a CEO's epiphany in realizing that being nice to the employees can bring untold benefits. Practical implications – Provides strategic insights and practical thinking that have influenced some of the world's leading organizations. Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Development and Learning in Organizations Emerald Publishing

CEO serves up a hot bowl of praise Tasty way to nourish employees' feelings

Development and Learning in Organizations , Volume 25 (6): 3 – Oct 4, 2011

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Publisher
Emerald Publishing
Copyright
Copyright © 2011 Emerald Group Publishing Limited. All rights reserved.
ISSN
1477-7282
DOI
10.1108/14777281111173388
Publisher site
See Article on Publisher Site

Abstract

Purpose – Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings – Learning is not always about the big things. Learning something which could ultimately be vital to a career or a business, or both, does not always have to be about the strategic changes in direction which learning organizations can assess, quantify, measure and score. Sometimes it only takes a tweak – maybe resulting from a CEO's epiphany in realizing that being nice to the employees can bring untold benefits. Practical implications – Provides strategic insights and practical thinking that have influenced some of the world's leading organizations. Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.

Journal

Development and Learning in OrganizationsEmerald Publishing

Published: Oct 4, 2011

Keywords: Company failures; Corporate culture; Employee development; Leadership; Learning; Management; Management development; Organizational learning; Philosophy; Strategy; Training

References