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Home   Membership   Chapters   Education   Resource Center   Certification May 18, 2010
 
 
 
What chief executives really want
Businessweek    Share   Share on FacebookTwitterShare on LinkedinE-mail article
What do chief executive officers really want? The answer bears important consequences for management as well as companies' customers and shareholders. The qualities that a CEO values most in the company team set a standard that affects everything from product development and sales to the long-term success of an enterprise. More

Developing future leaders
Management-Issues    Share    Share on FacebookTwitterShare on LinkedinE-mail article
There is almost universal agreement that leadership is a skill that can be learned. This belief is based on a conventional definition of leadership which is jumbled together with management. But there are many ways to show leadership outside of managerial roles. So what if we change the definition of leadership? Martin Luther King, Mahatma Gandhi and Nelson Mandela had a one-off leadership impact on their respective governments without being members of those governments and having no authority within them. Similarly, when knowledge workers promote new products to management, they have a one-off leadership impact with no managerial authority over their bosses. More

Evaluation: The link between learning and performance
ISPI    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Managers need information with which to make decisions. Systematic evaluation of efforts and results will not only provide this information but also encourage improved performance. While evaluation has always had a place in instructional design and performance improvement, few programs are systematically evaluated to see if participants change their behavior (Level 3) or individual and organizational performance (Level 4) was actually improved. More

Combining medical lab automation and process improvement delivers big gains for pathology laboratories
Dark Daily    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Use of total laboratory automation in clinical pathology laboratories now often involves use of process improvement and Lean techniques. That’s one insight that emerged from a special extended session on medical laboratory automation and process improvement at the Association for Clinical Biochemistry's annual Focus meeting in Glasgow, Scotland recently. As a trend, it shows how process improvement and Lean are becoming important management tools for pathologists and clinical laboratory managers. More

Employers struggle to recruit skilled staff as post recession war for talent rages on
HR    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Employers fear they will not be able to find enough people with skills as demand for talent intensifies post recession, a new study has revealed. Half of employers are concerned they will not be able to fill posts requiring the right graduate level or higher skills in the coming years, and one-third don't believe it will be possible to fill intermediate level jobs, requiring skills equivalent to A level. One-third of employers predict the need for lower-level skills will decrease, while just 17 percent say it will increase. More

Where you will work next
Newsweek    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Wireless and mobile technology may have untethered legions from their cubicles, but companies are still spending billions to erect new green buildings. The year 2030 sounds far off. In a way, the number itself conjures images of silver unitards and hovercrafts, just as 2010 probably did to people back in 1990. A lot's changed since then, but more has stayed exactly the same, which is part of the problem. For the last half century, by and large, Americans have driven to work by themselves in a car. Chances are that your commute takes longer than your parents' did, and theirs took longer than their parents'. As we've spread from city centers into farther-flung suburbs, we've created a work-life paradigm plagued by snarled traffic and longer commute times. That's not exactly sustainable. So what comes next? More

What happens when quality payment incentives stop?
HealthLeaders Media    Share    Share on FacebookTwitterShare on LinkedinE-mail
article
You don't have to go very far to hear about new bonuses or incentives being planned or implemented for providers and hospital chiefs to promote quality care. Rewards and bonuses always get our attention. But what happens when those incentives go away? Will that quality remain — or go away as well? Writing in a recent article that appeared in the British Medical Journal, British researchers found a dearth of information on the topic. More

HR does hard time
Workforce Management    Share    Share on FacebookTwitterShare on LinkedinE-mail
article
Some human resources executives oversee skilled professionals in tidy high-margin industries, but most manage armies of unskilled workers in messy low-margin businesses riddled with cost pressures, compliance pitfalls and safety concerns. These challenges may be magnified the greatest in the brutal world of the private prison industry. Prisons are a big business in the U.S., which has the largest prison population and the highest incarceration rate of any country in the world. More than 2.4 million adults are locked up in U.S. jails and prisons and supervised by 518,200 guards. The U.S. employs more prison guards than computer programmers. Prison privatization is a growing trend, and Corrections Corporation of America decisively dominates the industry. More

Your office coach: When told to improve performance, don't wait to act
The Kansas city Star    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Marie G. McIntyre, a workplace coach and author of "Secrets to Winning at Office Politics," writes the following in The Kansas City Star, "Question: I just had a horrible performance review in which I was given thirty days to improve as a supervisor. Now I'm afraid I might be terminated. My boss is a micromanager who keeps trying to take control of my staff and my duties. She gives a lot of negative criticism and never acts like a mentor. If she would stop micromanaging, I feel sure that I could demonstrate better leadership skills. How can I get her to change her management style? I love this job and don't want to lose it." More
 
 
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Disclaimer: The articles that appear in Performance Digest are chosen from a variety of sources to reflect media coverage regarding human and organizational performance improvement. An article's inclusion in Performance Digest does not imply that the International Society for Performance Improvement (ISPI) endorses, supports, or verifies its contents or expressed opinions. Factual errors are the responsibility of the listed publication.
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