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