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Home   Membership   Chapters   Education   Resource Center   Certification Dec. 7, 2010
 
 
 
Good leaders should continue learning process
Deccan Herald    Share   Share on FacebookTwitterShare on LinkedinE-mail article
As human capabilities are not licensed to use forever, successful people also need to develop new competencies. A hundred trillion living cells maintain our body, 300 million cells die and 300 million new cells are replaced every minute based on the building material available in our body. Birth, progression, development and destruction are all part of nature. Organizations emerge, develop, succeed and succumb. We have a new list of Fortune 100 or 500 every year. Leaders are tired, retired, replaced consistently. The principle of bell-curve operates in every aspect, unless a correction takes place to rise again, before it turns down. Nurtured trees grow to their fullest capacity. More

The secret to high-performance organizations
Reliable Plant Magazine    Share    Share on FacebookTwitterShare on LinkedinE-mail article
The preponderance of environment news in the media today started me thinking of how important the "environment" is in the corporate world as well. You see, the quality of the environment (i.e. the culture) really does matter. Business leaders must take ultimate responsibility for shaping the environment within which their people live and must be good stewards of it as well, managing for the long-term consequences. The only way to judge an organization's commitment to a healthy, sustainable and robust culture is to examine the choices leaders make — including the choice of where they put culture on the organizational list of priorities. More

HPT's role in business continuity
ISPI    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Business Continuity in both the private and public sectors focuses on programmatic issues involved with identifying the core objectives of organizations and designing the capabilities to meet those objectives before, during, and after a disruptive event. Disruptive events include natural disasters (floods, storms, and fire) and terrorists acts, The effect of these events will differ depending upon the critical functions of the organization. More

Point-counterpoint: Learning with social media
The Ram    Share    Share on FacebookTwitterShare on LinkedinE-mail article
As students hide behind their laptop screens during class, professors must wonder whether they are studiously taking notes or surreptitiously succumbing to the ever-present temptation of social media. Something about these websites draws people in, and people with smart phones may find themselves checking Facebook every 10 minutes and responding to notifications as promptly as they would scratch an itch. While this can be a dire distraction from students' academic duties, a new study shows that when professors incorporate social media into their assignments, student engagement increases. More

5 critical business growth imperatives for the new year
Business Review USA    Share    Share on FacebookTwitterShare on LinkedinE-mail
article
In 2011, the winners will be those companies that seize the moment by rethinking and then transforming how their marketing and sales functions create, drive, and manage revenue growth. A recent Frost & Sullivan study found that 93 percent of corporate leaders said their top objective is growth, yet eight in 10 of those CEOs did not have confidence in their organization’s ability to achieve this goal. More

Productivity offers states competitive hiring edge
Northern Colorado Business Report    Share    Share on FacebookTwitterShare on LinkedinE-mail article
From the employee's side, the requirements are about salary, benefits, work environment and commute. From the employer's side, it's about a contribution to output. If employees don't contribute enough to the value of output, they're not worth hiring. When the company's output or product is not being purchased, the employer must reduce the number of employees. During any recession, the employer has time to make the workplace more efficient to produce the same amount or more output without adding employees. The laid-off employee should also retool, learn the skills needed to obtain a position in the new, leaner, more efficient workplace. More

Motorola, change and the development of Six Sigma
Six Sigma & Process Excellence    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Six Sigma is about much more than p-values, residuals, and improved processes. From the start it was intended to drive organizational transformation. Columnist Jeff Cole speaks with Ed Bales, Program Manager at Motorola University, about his 47 years at Motorola and his involvement with the birth and growth of Six Sigma. More

A time to lead
Portfolio.com    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Transitions in the corner office are hardly ever easy. Even for those CEOs who spend years grooming their heirs, when the time comes to turn over the position, there's concern about the business' survival, employee morale, and client buy-in. And for most companies, succession planning has to happen somewhat on the fly. More

How to make being your own boss less taxing
Forbes    Share    Share on FacebookTwitterShare on LinkedinE-mail article
With the unemployment rate above 9 percent for a record 19 straight months, there are a lot of reasons you might have recently started your own one-person business. Perhaps you got laid off and found yourself with ambition and marketable skills, but no job prospects. Maybe you took voluntary retirement, then discovered you were bored or needed more cash. Or maybe you just got sick and tired of having a boss. Whatever your motive, the federal tax code offers an array of tax breaks when you become your own boss and work from your home. More

Where next for risk management?
Management-Issues    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Risk management might be enjoying an unprecedented level of visibility in the wake of the financial crisis, but companies that take a genuinely strategic approach to their risk management remain few and far between. They might acknowledge the importance of good strategic risk management, but a new report from the Economist Intelligence Unit reveals that most companies remain reluctant to make significant financial investment in their risk functions or to integrate risk management into the heart of their day-to-day activities and culture. 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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