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Harvard Business Review
Ronald Coase nailed it back in 1937 when he identified scalable efficiency as the key driver of the growth of large institutions. It’s far easier and cheaper to coordinate the activities of a large number of people if they’re within one institution rather than spread out across many independent organizations.
But here’s the challenge. Scalable efficiency works best in stable environments that are not evolving rapidly. It also assumes that the constituencies served by these institutions will settle for standardized products and services that meet the lowest common denominator of need.
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Inc.
Marcel Schwates writes: "Raise your hand — who likes to discipline an employee? I hear crickets chirping in the background.
Yet discipline is a cornerstone of highly productive companies. Without it, employee performance is at risk.
But don't see it as a negative. If conducted with a constructive, future focus, it provides consistency, guidance and valuable feedback both to and from the problem employee.
The best managers employ a face-to-face discussion to deal with low performers, and employees with attitude problems in general. This conversation is best handled on the manager's end when they're well prepared and have a game plan."
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By Catherine Iste
 Early business cellphones were amazing productivity tools. We did not have to wait to plug in to the hotel room internet when we were on the road. We could take conference calls in the car, and even connect to the internet at a coffee shop or in the airport. Now, however, a huge variety of employees conduct work on their smartphones on a regular basis. The question is: Are we enjoying the same increase in productivity, or are we unnecessarily chaining ourselves to the office?
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Forbes
Adjusting an organizational chart and making an organizational change is not necessarily going to improve performance. In order to drive performance improvement, organizational design needs to be conducted in concert with other elements.
Let’s start with what organizational design is. In its most simplistic state, organizational design is the division of labor. Organizational structures are defined by the type of work that needs to be performed and the subsequent grouping of like-work together. The greater the number of tasks required to convert inputs into market-valuable outputs, the more intricate the organizational design.
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By D. Albert Brannen
 In the world of human resources, we deal with many different government agencies and other law enforcement officers. From time to time, government officials or representatives — let's just call them "agents" — will show up unannounced at your doorstep and demand information, documents or access to people. How you handle these situations is critical. Although each situation is different, this article provides some general guidelines for handling such visits.
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theCsuite.co.uk
Employee engagement programs separate great companies from the rest of the pack. When properly designed, implemented and managed, these programs can increase revenue, align employee behaviors with company goals, reduce a myriad of business costs and create a happy workplace that will in turn create happy customers.
When employees are aligned with their company’s mission and values, it’s easier for them to understand their own impact and how their contributions increase the capacity of their company to succeed. As a result employees view themselves as stakeholders and with that assume responsibilities and ownership of service delivery that delight and resonate with customers.
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