Leadership and Organisation in the Aviation Industry is a dense and well written book about different how different professional cultures interact. The book is based upon a PhD by Marc-Philippe Lumpé. He basis his analysis the GLOBE project and how that relates to the aviation industry The GLOBE project (global leadership and organisational behaviour effectiveness research project incorporated the ILT and HOFSTEDEs dimensions into one unique study. In short it looked at national culture and how different cultures adapt to such things as: uncertainty avoidance, power distance, social collectivism, future orientation etc. The theoretical basis of this book centres around this study and how it helps us understand different national and professional cultures.
Tag Archives: leadership
I recently published an article on the negative and positive side of bonus payments. This has been a big topic since the beginning of the financial crisis. Much of the discussion on this subject has been focused on the finance and banking industries. However, bonuses are also increasingly used within higher education. Indeed, Collini (2012) has even ironised that “vice-chancellors now keep as nervous an eye on league tables as do football managers.” Part of the reason for this is that many have their bonus payments linked the ranking of the university.
Here is a short extract from the article.
Key words: bonuses, executive compensation, higher education, Goodhart’s law, leadership, performance
A guest blog by Patrick Mazzariol and Tricia Underwood.
The most important asset to an organization is the people making employee retention a critical element of the organization. An employee’s reason for leaving their company may not be what you suspect: more money, a better title or a new career opportunity. In fact, when one million people were polled by Gallop in 2008, 82 percent responded, stating that, “I left my manager not the company.” The same poll found that there is a high correlation between employee satisfaction and performance, and an even higher correlation between leadership practices and employee satisfaction. A manager’s leadership skills have greater influence on employee fulfillment at work that most companies are willing to recognize. Companies must take an active role to build key leadership qualities and environments, less face the revolving door of employee turnover and a weaker organization. Continue reading
“Big successes come from dealing with the little things.” claims Reuben Mark, former CEO of Colgate-Palmolive.
“If you have good numbers, show them up front!” begins Reuben Mark. The numbers for Colgate-Palmolive are indeed impressive. Speaking as a guest at the Harvard Business School, the former CEO of Colgate-Palmolive can show a total return of some 4200% during his 23-year tenure. This is more than 40% higher than peer companies. But Mr. Mark claims that this success is due to the company’s ability deal with the small, everyday issues. This may not make for dramatic headlines, but they are universal things that have kept the company in business since its creation in 1806. Continue reading
“They called me ‘The Master of ‘I don’t know!’” confesses Anne Mulcahy with a warm smile. For someone who didn’t know much, she certainly knew how to save one of the world’s largest companies. Ms Mulcahy was appointed CEO of Xerox in August 2001 when the company was in dire straights. Xerox had so dominated the world of photocopying that its name had even become a verb. By the time Ms. Mulchay took over however, this corporate giant was two weeks from bankruptcy. Despite the weight of expectation on her shoulders from the various stakeholders, Ms. Mulcahy claims that leaders should not give the impression that they know all the answers. Continue reading
Last year, I had the pleasure of welcoming Dr. Gregg Glover from Harvard University to co-teach a lesson co-teach in Leadership, Management, and Strategy to Master in Management students at my school. I wrote this up in a post in December and after a short artistic pause, the video has now been completed. Many thanks to all of those who were involved. Continue reading
Natacha Durand, a graduate management student from Grenoble EM, talks about her experiences at Copenhagen Business School.
What could I say to sum up the 6 months I have spent in Copenhagen? Maybe I should not because this experience needs to be entirely narrated. Even better, lived.
Discovering Copenhagen and the Danes were an everyday surprise. Even in the cold and short days of winter, I could find some warmth, around a Carlsberg with friends experiencing the Danish concept of “hygge”. The “hygge” could be described as well as coziness inside your place and as spending a good time with people you care about around a cup of coffee or a meal. In Copenhagen, the hygge is everywhere: at CBS’s cafeteria, in the dorms, in the metro, in the malls, in the cafés, in the night parties of the Kødbyen… Many of my best memories are made with the bike-arounds, getting lost, enjoying the many parks and waterfronts, discovering new places and adoring this amazing Nordic capital.
All of it make me say: “I hygge Denmark”!
Photos and text by Natacha Durand
Strategy, brief history of strategy, corporate, international trade, IBM, technology, resource-based of the firm, knowledge-based view of the firm, Apple, Walkman, Intel, Andy Grove, leadership, Japan, France, USA, UK
Richard Whittington, who has published extensively on strategy, offers a fascinating discussion on some of the key issues in strategic management. The book requires some background knowledge of the subject (perhaps not the first book to read then if you are new to this discipline) and then invites you to develop a personal view.
This is quite a useful book then once you have mastered some of the key elements of strategy. The book states clearly that it is designed more for a graduate or advanced undergraduate level.
Some keys facts:
The word ‘seduction’ comes from the Latin word “ducere”, to lead.
Pascale ( 1982) reports that the Japanese do not even have a phrase for ‘corporate strategy’
When, in 1982, it launched its first personal computers, IBM predicted a market of 300,000 worldwide; a decade later, the installed base was 110 million. (Tate, 1991) Continue reading