The document discusses women's thinking and innovative strengths. It argues that women think more contextually, holistically and flexibly than men, integrating more details into more complex patterns ("web thinking"). This web thinking is essential for innovation. The document also discusses how women's social skills like collaboration, empathy and sharing power further contribute to innovation. It notes that while skills are not exclusive to gender, women regularly display these innovative strengths. Having balanced gender teams optimizes innovation potential. The document advocates for policies supporting both gender diversity in teams and work-life balance to further promote innovation.
This document discusses research on gender diversity in teams. It begins by presenting the hypotheses that mixed-gender teams produce better results and have a better work environment. It then reviews various research studies that generally support these hypotheses. The research finds that mixed-gender teams are more creative, innovative, balanced in risk-taking, and better at problem-solving than single-gender teams. Teams with approximately 30% of each gender perform the best. The document also provides a practical example from ISS Denmark and discusses how the hypotheses are confirmed by the research findings. It notes the importance of increasing the number of high-performing female employees at Steria to achieve the benefits of gender diversity.
Backed by a wealth of empirical evidence, Evolutionary Leadership is based on the premise that the human brain comes equipped with an inborn conception of good leadership. However, this conception is mismatched with the prevailing leadership structure at modern workplaces, directly contributing to poor levels of employee engagement and, conversely, high levels of leadership failure. The conundrum can be solved by meeting three innate follower needs succinctly captured by the timeless values of the French Revolution: Liberty, Equality, Fraternity!
The CS Gender 3000: Women in Senior ManagementCredit Suisse
Greater gender diversity in companies' management improves their financial performance. A new Credit Suisse Research Institute study presents the financial evidence, looks at which regions and sectors show higher diversity levels and analyzes the obstacles to female participation in the workplace.
To download a copy of 'CS Gender 3000: Women in Senior Management', click here: http://bit.ly/1cWMUIM
This document discusses women's empowerment and the challenges women face in achieving leadership positions. It proposes a new model to help more women succeed called the 3I model, which focuses on women imbibing lessons from experiences, innovating and applying new ideas, and inspiring others. It also discusses the EMI model which looks at how ready families, societies, and organizations are to support women. Overall the document argues that while progress has been made, more needs to be done to remove barriers and create environments where women can fully utilize their strengths to become leaders.
This document introduces the concept of "functional stupidity" to describe how organizations rely not just on intelligence but also on a lack of reflexivity and justification. The authors argue that functional stupidity, which refers to an absence of questioning and avoidance of justifications, is prevalent in contexts dominated by image and symbolic manipulation. This can have productive outcomes like providing certainty, but also corrosive consequences like creating individual and organizational dissonance. The paper aims to challenge the assumption that organizations solely rely on intelligence and to propose a new concept to understand organizational life.
This document introduces the concept of "functional stupidity" to describe how organizations rely not just on intelligence but also the denial of cognitive abilities. The authors argue that functional stupidity, defined as a lack of reflexivity, substantive reasoning and justification, can facilitate organizational functioning by providing certainty. However, it can also trap organizations in problematic patterns of thinking. The authors develop a model of functional stupidity and how it arises from contexts dominated by image and symbolic manipulation, and is reinforced through "stupidity management" that represses doubt.
Human Energy and Immaterial Communication: The missing link for Inspirational...CSCJournals
Why does Harvard Business Review consider the article ‘Pygmalion in Management’ from the 1970s as one of the best in the area of Motivation, and yet there has been negligible research about this topic in the field of leadership? Probably because the Pygmalion Effect can only be studied using complexity sciences. This paper covers the scientific discoveries in the field of human energy in the last century, and connects them to an interdisciplinary analysis of quantum mechanics, bio-fields, neuroplasticity, and epigenetics, in order to give novel explanations of how the Pygmalion Effect happens and how it is essential to understand leadership and vanguard management. Hence, a new leadership soft-skill is constructed: immaterial communication. This new leadership construct is helping reduce the 86% rate (Gallup, 2013) of disengaged workers around the world. A descriptive proposal of operationalizing Immaterial Communication is presented at the end.
This document discusses research on gender diversity in teams. It begins by presenting the hypotheses that mixed-gender teams produce better results and have a better work environment. It then reviews various research studies that generally support these hypotheses. The research finds that mixed-gender teams are more creative, innovative, balanced in risk-taking, and better at problem-solving than single-gender teams. Teams with approximately 30% of each gender perform the best. The document also provides a practical example from ISS Denmark and discusses how the hypotheses are confirmed by the research findings. It notes the importance of increasing the number of high-performing female employees at Steria to achieve the benefits of gender diversity.
Backed by a wealth of empirical evidence, Evolutionary Leadership is based on the premise that the human brain comes equipped with an inborn conception of good leadership. However, this conception is mismatched with the prevailing leadership structure at modern workplaces, directly contributing to poor levels of employee engagement and, conversely, high levels of leadership failure. The conundrum can be solved by meeting three innate follower needs succinctly captured by the timeless values of the French Revolution: Liberty, Equality, Fraternity!
The CS Gender 3000: Women in Senior ManagementCredit Suisse
Greater gender diversity in companies' management improves their financial performance. A new Credit Suisse Research Institute study presents the financial evidence, looks at which regions and sectors show higher diversity levels and analyzes the obstacles to female participation in the workplace.
To download a copy of 'CS Gender 3000: Women in Senior Management', click here: http://bit.ly/1cWMUIM
This document discusses women's empowerment and the challenges women face in achieving leadership positions. It proposes a new model to help more women succeed called the 3I model, which focuses on women imbibing lessons from experiences, innovating and applying new ideas, and inspiring others. It also discusses the EMI model which looks at how ready families, societies, and organizations are to support women. Overall the document argues that while progress has been made, more needs to be done to remove barriers and create environments where women can fully utilize their strengths to become leaders.
This document introduces the concept of "functional stupidity" to describe how organizations rely not just on intelligence but also on a lack of reflexivity and justification. The authors argue that functional stupidity, which refers to an absence of questioning and avoidance of justifications, is prevalent in contexts dominated by image and symbolic manipulation. This can have productive outcomes like providing certainty, but also corrosive consequences like creating individual and organizational dissonance. The paper aims to challenge the assumption that organizations solely rely on intelligence and to propose a new concept to understand organizational life.
This document introduces the concept of "functional stupidity" to describe how organizations rely not just on intelligence but also the denial of cognitive abilities. The authors argue that functional stupidity, defined as a lack of reflexivity, substantive reasoning and justification, can facilitate organizational functioning by providing certainty. However, it can also trap organizations in problematic patterns of thinking. The authors develop a model of functional stupidity and how it arises from contexts dominated by image and symbolic manipulation, and is reinforced through "stupidity management" that represses doubt.
Human Energy and Immaterial Communication: The missing link for Inspirational...CSCJournals
Why does Harvard Business Review consider the article ‘Pygmalion in Management’ from the 1970s as one of the best in the area of Motivation, and yet there has been negligible research about this topic in the field of leadership? Probably because the Pygmalion Effect can only be studied using complexity sciences. This paper covers the scientific discoveries in the field of human energy in the last century, and connects them to an interdisciplinary analysis of quantum mechanics, bio-fields, neuroplasticity, and epigenetics, in order to give novel explanations of how the Pygmalion Effect happens and how it is essential to understand leadership and vanguard management. Hence, a new leadership soft-skill is constructed: immaterial communication. This new leadership construct is helping reduce the 86% rate (Gallup, 2013) of disengaged workers around the world. A descriptive proposal of operationalizing Immaterial Communication is presented at the end.
This document discusses two perspectives on employee empowerment that often conflict. The mechanistic perspective views empowerment as delegating power through clear roles, tasks, and accountability. The organic perspective sees empowerment as trusting employees, tolerating mistakes, encouraging risk-taking and growth. Most empowerment programs focus on the mechanistic view, but both views are needed to fully understand how to effectively empower employees.
This document discusses the future of work and alternatives to traditional management structures. It provides three examples of organizations that operate successfully without hierarchies through self-management. Key points:
- The future of work may involve replacing traditional management styles that leave most employees feeling unmotivated and replace them with more humane, purpose-driven organizations.
- Case studies show organizations like FAVI (metal manufacturer) and Buurtzorg (healthcare provider) that engage employees and use self-managing principles are consistently more successful.
- These organizations function without managers, budgets, or traditional business functions through self-management, transparency, and intrinsic motivation instead of external controls.
- Rather than big transformation initiatives, successful
The Double Helix Transformation Framework for BetaCodex transformation and pr...Niels Pflaeging
This document outlines a "Double Helix" transformation framework for profound organizational change. It combines Kotter's 8-step change model for organizational transformation with Bridges' model of personal transition. This addresses both the organizational and individual dimensions of change. The framework intertwines these processes to create a holistic approach where transforming the organization and transforming individuals are inseparable. It also discusses using tools like "process temperature" to guide the systemic and nonlinear transformation journey.
This document discusses leveraging gender intelligence in searching for entrepreneurial talent. It argues that businesses need to adopt a new perspective that views talent through a gender intelligence lens in order to identify rising talent, especially among women. A gender intelligence approach can help create an unbiased work environment and allow hidden talents to emerge. It also discusses how the nature of work and leadership styles are changing as more women enter the workforce and bring different skills, like strong communication and multitasking abilities. To be successful, businesses must understand these changes and look beyond preconceived biases to view all potential candidates, both men and women, as viable sources of talent.
The Influence of Emotional Intelligence on Entrepreneurial Orientation of Ent...scmsnoida5
This document discusses the relationship between emotional intelligence and entrepreneurial orientation, specifically for women entrepreneurs. It begins with an abstract and introduction discussing how emotional intelligence may influence entrepreneurial potential and success. It then provides background on theories of entrepreneurship, characteristics of women entrepreneurs, and definitions of key concepts like entrepreneurial orientation. The document establishes the purpose of studying the relationship between emotional intelligence and entrepreneurial orientation for women entrepreneurs. It presents a theoretical framework discussing models of examining entrepreneurs and entrepreneurship. Finally, it discusses literature linking the entrepreneur's personality, including emotional intelligence, to entrepreneurial outcomes and orientation. The overall purpose is to investigate how emotional intelligence may stimulate the growth and success of women entrepreneurs.
LDR 7980 Capstone Essay Four Assignment Ethics and LeadershipArdavan Shahroodi
This document provides an analysis of ethics and leadership in organizations. It discusses how the modern organization structure can deprive employees of engagement needed for ethical development. Researchers found unethical decisions often stem from pressure from managers and lack of support from executives. The document recommends leaders develop strong value systems, avoid oversimplifying problems, be objective in evaluations, and seek diverse perspectives to make ethical decisions. Cultivating an authentic culture of engagement between leaders and followers is key to sustainable ethics.
our attempt to develop a more
This document summarizes the three structures that comprise every organization: informal structure, value creation structure, and formal structure. It explains that informal structure naturally arises from social interactions, value creation structure is how the organization generates value externally, and formal structure is typically depicted as hierarchical boxes but actually hinders value creation. Most organizations ineffectively dedicate too much energy to formal structure and not enough to the other two structures. True organizational transformation requires refocusing energy on informal and value creation structures while reducing reliance on formal structure.
Emergent leaders, the ones that get noticed, promoted and pampered in their organizations, typically exhibit strong self-confidence, decisiveness, and visionary thinking – which are not bad things. These characteristics are related to charisma. Too much might be as unacceptable as too little, though. Charisma has a dark side; it is linked to narcissism, and narcissism comes with disastrous side effects.
Multiple studies have revealed that it is humility in leadership that ensures results, productivity and effectiveness of an organization. Humility is a personality trait that is not glamorous at all, and often overlooked. Yet, it seems what many companies are missing in their endeavors to face and cope with the exigencies the 4th industrial revolution is presenting. According to their conversation on leadership 4.0 at the World Economic Forum’s annual meeting of the new champions, working with millennials, leaders say humility works better than bossing around (Vanham, 2019). Today, there are fewer possibilities for dysfunctional narcissistic leaders to mask or coat their misconduct. It is a huge opportunity for HR departments to make identifying humble leaders and developing humility in charismatic leaders a priority.
The ambidextrous organization - Leadership and the administration paradox of ...Cornelis de Kloet
Organizational ambidexterity is a theoretical concept on how to manage the tension between exploitation (sales) and exploration (innovation). Following the suggestion of Simsek et al. (2009) to do further research on leadership styles and organizational ambidexterity, this master thesis describes the outcome of a research conducted at Philips and Royal HaskoningDHV on organizational ambidexterity and leadership.
This is a presentation describing key elements of "Reinventing Organizations" as put together by author Frederic Laloux in his famous book "Reinventing Organizations". In fact this presentation provides an excerpt and useful summaries relating to this approach.
Teal Organizations: Reinventing organizations to promote sustainabilityKarla Córdoba
A quick introduction to the Teal Organizations concept... to start thinking about how we can create more sustainable organizations
https://medium.com/sustainability-school-blog
Presented at Empowering Sustainability on Earth Conference 2016
http://empowering-sustainability.weebly.com/
This document discusses organizational culture and provides a model for measuring it. It defines organizational culture as the shared values, beliefs, and assumptions that guide behavior in an organization. The document then presents the Denison Organizational Culture Model, which measures culture using four traits: involvement, consistency, adaptability, and mission. It describes how each trait is divided into further subdimensions and how an organization's scores in these areas can be plotted on a circular chart. The document concludes by providing an example culture profile for a Chinese company using this model.
The CEO Report_Oxford Univeristy & Heidrick & StrugglesNiren Thanky
Our unique research initiative brought together two globally renowned institutions with a shared purpose of helping to enhance the practice and positive impact of leadership throughout the world.
The CEOs we interviewed represent every industry and geography, these global leaders have nearly 900 years of CEO experience at companies employing 6 million people, generating nearly $2 trillion in revenue.
‘The CEO Report – Embracing the Paradoxes of Leadership and the Power of Doubt’ was launched in Davos at the World Economic Forum 2015
The CEO Report offers unique insights into how CEOs experience the changing nature of their role and turn their new challenges into opportunities for business and personal growth.
Emergent Practices_Masters Literature Review_Theory of PracticeRae Stacy
The document discusses enabling creative and emergent conditions in organizations. It defines creativity as a socially influenced process involving domains, fields, and individuals. Emergence involves interaction, correlation, unpredictability, and four sequential conditions - entering disequilibrium, encouraging novelty, sensemaking, and stabilizing feedback. Leaders can foster these conditions through an adaptive leadership style. They disrupt patterns, encourage novelty, help with sensemaking, and stabilize feedback. This enables informal creativity and emergence while coordinating supportive contexts. When leaders effectively apply these strategies, new innovative order can emerge from the organization.
The document describes the SHRM India Knowledge Center, which brings together expertise across all aspects of HR. It provides resources to support and advance the HR profession, including a bank of over 50 subject matter experts, HR advisors, tools/templates, virtual events, and research papers. The goal is to equip HR professionals with knowledge and best practices to address current and future workplace challenges.
The War For Diverse Talent Executive SummaryRaj Tulsiani
This document discusses the importance of diversity in talent acquisition and management. It argues that organizations are facing unprecedented changes and a talent shortage. Diversity provides a competitive advantage by increasing an organization's cognitive diversity and ability to adapt. Recent research from fields like mathematics, evolution, and Broadway shows that diverse groups outperform homogeneous groups. The document advocates moving beyond traditional diversity training to new approaches that focus on diversity as a driver of value.
This document summarizes a qualitative study on employee engagement and voluntary turnover among women in the workplace. The study aims to understand how women's perceptions of belonging in their organization relate to their level of engagement and decisions to leave through semi-structured interviews. The theoretical framework draws on McClelland's needs theory, focusing on the need for affiliation. The literature review covers research on employee engagement, voluntary turnover, and needs theories like Maslow and McClelland. The proposed qualitative research method, assumptions, limitations, and significance of the study are also outlined.
Secrets of Very Fast Organizational Transformation (BetaCodex15)Niels Pflaeging
This document discusses principles of very fast organizational transformation (VFOT). It argues that profound organizational change is possible within a few months, not years, if the right approaches are used. These approaches are principle-based and timeboxed. Being principle-based means the approaches are specific but allow for interpretation, and principles must be agreed upon by the group. Being timeboxed means setting clear time boundaries for periods of change work, such as 90 days, to create safety and focus. The document outlines origins of VFOT in agile concepts, systems theory, and large group methods. It argues that principle-based and timeboxed approaches allow for robust, reliable and self-organizing transformation within a social system.
From Now to New Right Here: Change-as-Flipping (BetaCodex16) Niels Pflaeging
BetaCodex Network White Paper No. 16. March 2019
Authors: Niels Pflaeging & Silke Hermann
A white paper about the alternative to "change management" as we know it. Change is more like adding milk to coffee!
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
The document discusses sustainability at the engineering firm PB. It provides an overview of PB's commitment to sustainability, including establishing a sustainability vision and policy. It also discusses how PB integrates sustainability into its projects in three ways: through integration of economic, environmental and social considerations; adaptation of projects to fit local needs over time; and encouraging innovation. The document emphasizes that sustainability is a business imperative for PB to meet rising client and market expectations. It provides some examples of how PB applies sustainability in its projects.
This document discusses two perspectives on employee empowerment that often conflict. The mechanistic perspective views empowerment as delegating power through clear roles, tasks, and accountability. The organic perspective sees empowerment as trusting employees, tolerating mistakes, encouraging risk-taking and growth. Most empowerment programs focus on the mechanistic view, but both views are needed to fully understand how to effectively empower employees.
This document discusses the future of work and alternatives to traditional management structures. It provides three examples of organizations that operate successfully without hierarchies through self-management. Key points:
- The future of work may involve replacing traditional management styles that leave most employees feeling unmotivated and replace them with more humane, purpose-driven organizations.
- Case studies show organizations like FAVI (metal manufacturer) and Buurtzorg (healthcare provider) that engage employees and use self-managing principles are consistently more successful.
- These organizations function without managers, budgets, or traditional business functions through self-management, transparency, and intrinsic motivation instead of external controls.
- Rather than big transformation initiatives, successful
The Double Helix Transformation Framework for BetaCodex transformation and pr...Niels Pflaeging
This document outlines a "Double Helix" transformation framework for profound organizational change. It combines Kotter's 8-step change model for organizational transformation with Bridges' model of personal transition. This addresses both the organizational and individual dimensions of change. The framework intertwines these processes to create a holistic approach where transforming the organization and transforming individuals are inseparable. It also discusses using tools like "process temperature" to guide the systemic and nonlinear transformation journey.
This document discusses leveraging gender intelligence in searching for entrepreneurial talent. It argues that businesses need to adopt a new perspective that views talent through a gender intelligence lens in order to identify rising talent, especially among women. A gender intelligence approach can help create an unbiased work environment and allow hidden talents to emerge. It also discusses how the nature of work and leadership styles are changing as more women enter the workforce and bring different skills, like strong communication and multitasking abilities. To be successful, businesses must understand these changes and look beyond preconceived biases to view all potential candidates, both men and women, as viable sources of talent.
The Influence of Emotional Intelligence on Entrepreneurial Orientation of Ent...scmsnoida5
This document discusses the relationship between emotional intelligence and entrepreneurial orientation, specifically for women entrepreneurs. It begins with an abstract and introduction discussing how emotional intelligence may influence entrepreneurial potential and success. It then provides background on theories of entrepreneurship, characteristics of women entrepreneurs, and definitions of key concepts like entrepreneurial orientation. The document establishes the purpose of studying the relationship between emotional intelligence and entrepreneurial orientation for women entrepreneurs. It presents a theoretical framework discussing models of examining entrepreneurs and entrepreneurship. Finally, it discusses literature linking the entrepreneur's personality, including emotional intelligence, to entrepreneurial outcomes and orientation. The overall purpose is to investigate how emotional intelligence may stimulate the growth and success of women entrepreneurs.
LDR 7980 Capstone Essay Four Assignment Ethics and LeadershipArdavan Shahroodi
This document provides an analysis of ethics and leadership in organizations. It discusses how the modern organization structure can deprive employees of engagement needed for ethical development. Researchers found unethical decisions often stem from pressure from managers and lack of support from executives. The document recommends leaders develop strong value systems, avoid oversimplifying problems, be objective in evaluations, and seek diverse perspectives to make ethical decisions. Cultivating an authentic culture of engagement between leaders and followers is key to sustainable ethics.
our attempt to develop a more
This document summarizes the three structures that comprise every organization: informal structure, value creation structure, and formal structure. It explains that informal structure naturally arises from social interactions, value creation structure is how the organization generates value externally, and formal structure is typically depicted as hierarchical boxes but actually hinders value creation. Most organizations ineffectively dedicate too much energy to formal structure and not enough to the other two structures. True organizational transformation requires refocusing energy on informal and value creation structures while reducing reliance on formal structure.
Emergent leaders, the ones that get noticed, promoted and pampered in their organizations, typically exhibit strong self-confidence, decisiveness, and visionary thinking – which are not bad things. These characteristics are related to charisma. Too much might be as unacceptable as too little, though. Charisma has a dark side; it is linked to narcissism, and narcissism comes with disastrous side effects.
Multiple studies have revealed that it is humility in leadership that ensures results, productivity and effectiveness of an organization. Humility is a personality trait that is not glamorous at all, and often overlooked. Yet, it seems what many companies are missing in their endeavors to face and cope with the exigencies the 4th industrial revolution is presenting. According to their conversation on leadership 4.0 at the World Economic Forum’s annual meeting of the new champions, working with millennials, leaders say humility works better than bossing around (Vanham, 2019). Today, there are fewer possibilities for dysfunctional narcissistic leaders to mask or coat their misconduct. It is a huge opportunity for HR departments to make identifying humble leaders and developing humility in charismatic leaders a priority.
The ambidextrous organization - Leadership and the administration paradox of ...Cornelis de Kloet
Organizational ambidexterity is a theoretical concept on how to manage the tension between exploitation (sales) and exploration (innovation). Following the suggestion of Simsek et al. (2009) to do further research on leadership styles and organizational ambidexterity, this master thesis describes the outcome of a research conducted at Philips and Royal HaskoningDHV on organizational ambidexterity and leadership.
This is a presentation describing key elements of "Reinventing Organizations" as put together by author Frederic Laloux in his famous book "Reinventing Organizations". In fact this presentation provides an excerpt and useful summaries relating to this approach.
Teal Organizations: Reinventing organizations to promote sustainabilityKarla Córdoba
A quick introduction to the Teal Organizations concept... to start thinking about how we can create more sustainable organizations
https://medium.com/sustainability-school-blog
Presented at Empowering Sustainability on Earth Conference 2016
http://empowering-sustainability.weebly.com/
This document discusses organizational culture and provides a model for measuring it. It defines organizational culture as the shared values, beliefs, and assumptions that guide behavior in an organization. The document then presents the Denison Organizational Culture Model, which measures culture using four traits: involvement, consistency, adaptability, and mission. It describes how each trait is divided into further subdimensions and how an organization's scores in these areas can be plotted on a circular chart. The document concludes by providing an example culture profile for a Chinese company using this model.
The CEO Report_Oxford Univeristy & Heidrick & StrugglesNiren Thanky
Our unique research initiative brought together two globally renowned institutions with a shared purpose of helping to enhance the practice and positive impact of leadership throughout the world.
The CEOs we interviewed represent every industry and geography, these global leaders have nearly 900 years of CEO experience at companies employing 6 million people, generating nearly $2 trillion in revenue.
‘The CEO Report – Embracing the Paradoxes of Leadership and the Power of Doubt’ was launched in Davos at the World Economic Forum 2015
The CEO Report offers unique insights into how CEOs experience the changing nature of their role and turn their new challenges into opportunities for business and personal growth.
Emergent Practices_Masters Literature Review_Theory of PracticeRae Stacy
The document discusses enabling creative and emergent conditions in organizations. It defines creativity as a socially influenced process involving domains, fields, and individuals. Emergence involves interaction, correlation, unpredictability, and four sequential conditions - entering disequilibrium, encouraging novelty, sensemaking, and stabilizing feedback. Leaders can foster these conditions through an adaptive leadership style. They disrupt patterns, encourage novelty, help with sensemaking, and stabilize feedback. This enables informal creativity and emergence while coordinating supportive contexts. When leaders effectively apply these strategies, new innovative order can emerge from the organization.
The document describes the SHRM India Knowledge Center, which brings together expertise across all aspects of HR. It provides resources to support and advance the HR profession, including a bank of over 50 subject matter experts, HR advisors, tools/templates, virtual events, and research papers. The goal is to equip HR professionals with knowledge and best practices to address current and future workplace challenges.
The War For Diverse Talent Executive SummaryRaj Tulsiani
This document discusses the importance of diversity in talent acquisition and management. It argues that organizations are facing unprecedented changes and a talent shortage. Diversity provides a competitive advantage by increasing an organization's cognitive diversity and ability to adapt. Recent research from fields like mathematics, evolution, and Broadway shows that diverse groups outperform homogeneous groups. The document advocates moving beyond traditional diversity training to new approaches that focus on diversity as a driver of value.
This document summarizes a qualitative study on employee engagement and voluntary turnover among women in the workplace. The study aims to understand how women's perceptions of belonging in their organization relate to their level of engagement and decisions to leave through semi-structured interviews. The theoretical framework draws on McClelland's needs theory, focusing on the need for affiliation. The literature review covers research on employee engagement, voluntary turnover, and needs theories like Maslow and McClelland. The proposed qualitative research method, assumptions, limitations, and significance of the study are also outlined.
Secrets of Very Fast Organizational Transformation (BetaCodex15)Niels Pflaeging
This document discusses principles of very fast organizational transformation (VFOT). It argues that profound organizational change is possible within a few months, not years, if the right approaches are used. These approaches are principle-based and timeboxed. Being principle-based means the approaches are specific but allow for interpretation, and principles must be agreed upon by the group. Being timeboxed means setting clear time boundaries for periods of change work, such as 90 days, to create safety and focus. The document outlines origins of VFOT in agile concepts, systems theory, and large group methods. It argues that principle-based and timeboxed approaches allow for robust, reliable and self-organizing transformation within a social system.
From Now to New Right Here: Change-as-Flipping (BetaCodex16) Niels Pflaeging
BetaCodex Network White Paper No. 16. March 2019
Authors: Niels Pflaeging & Silke Hermann
A white paper about the alternative to "change management" as we know it. Change is more like adding milk to coffee!
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
The document discusses sustainability at the engineering firm PB. It provides an overview of PB's commitment to sustainability, including establishing a sustainability vision and policy. It also discusses how PB integrates sustainability into its projects in three ways: through integration of economic, environmental and social considerations; adaptation of projects to fit local needs over time; and encouraging innovation. The document emphasizes that sustainability is a business imperative for PB to meet rising client and market expectations. It provides some examples of how PB applies sustainability in its projects.
Learn more about Master Bond's outstanding epoxy compound featuring excellent chemical resistance. Epoxy system EP62-1 is sure to meet the needs of your challenging application.
This document discusses the implementation of low power integrators and differentiators using memristors. It presents the mathematical models of memristors and describes how memristor-based integrator and differentiator circuits were designed and simulated. The results show that the memristor-based circuits achieve much lower power consumption in the nano-watt range compared to traditional op-amp based implementations, demonstrating the potential of memristors for low power analog circuit applications.
This document proposes a modified window function to model memristive devices using the linear ion drift model. The linear ion drift model uses a window function to restrict the state variable within device bounds, but existing window functions do not account for sufficient nonlinearity. The document suggests a parabolic window function that allows for greater nonlinearity than previous windows like Jogelkar, Biolek, or Prodromakis windows. This modified window function aims to reproduce device nonlinearity without complex models, assumptions, or computational requirements of existing nonlinear models.
Omni Resource is a professional employer organization that provides HR, payroll, and benefits administration services to help businesses grow. The document discusses several success stories of companies that partnered with Omni to reduce costs and complexity associated with managing employment laws and regulations. This allowed them to focus on their core business and rapidly expand their operations, in some cases growing from just a few employees to over 100. Omni's services give businesses the freedom and support needed to scale up without having to build expensive in-house HR infrastructure.
Master Bond's Commitment to SustainabilityMaster Bond
Our Research & Development department continuously explores developing new lines of products that are environmentally friendly and offer more value for our customers—more durable, lighter, higher performance.
Can your thermally conductive epoxy do this?Master Bond
Master Bond’s Supreme 10AOHT-LO features high peel and shear strengths, superior electrical insulation properties and a thermal conductivity of 9-10 BTU/in/ft²/hr/°F. It has a service temperature range of 4K to +400°F. This one part system is resistant to impact, thermal shock, vibration and stress fatigue cracking while meeting NASA low outgassing requirements. It is used in applications ranging from optoelectronic assemblies to satellite assembly and repair.
Packaging Options for Master Bond Adhesive CompoundsMaster Bond
Master Bond offers its extensive product line in a variety of convenient standard and specialty packing options. Standard options include cans, tubes, jars, pails and bottles. Specialty packaging consists of syringes, cartridges, bubble packs, gun applicators, premixed and frozen syringes, semkits and preforms.
With instant set up times, MB250NT is an easy to handle, one part cyanoacrylate that meets the ISO 10933-5 specification for cytotoxicity. This infographic clearly and concisely describes additional benefits of this unique system.
Two Component Epoxy Meets UL 94V-0 Specifications for Flame RetardancyMaster Bond
Featuring a non-halogen filler, Master Bond EP21FRNS-2 passes UL 94V-0 testing for flame retardancy in potting, encapsulation and casting applications. It produces very low smoke levels and is well suited for the computer, aerospace and related industries. EP21FRSN-2 is a room temperature curing two component epoxy system that resists high temperatures up to 90°C.
Get to know the facts on EP21TCHT-1, a cryogenically serviceable epoxy that can withstand temperatures from 4K to +400°F. This non-drip system also passes NASA low outgassing tests and offers superior resistance to chemicals, especially acids and bases.
Coating Compounds for EMI/RFI Shielding ApplicationsMaster Bond
Prevent malfunctions of electronic devices with conductive coatings for EMI/RFI shielding applications developed by Master Bond. From epoxy adhesives and sealants to silicones and sodium silicates, we have a wide range of formulations to meet the ever changing needs of devices requiring EMI/RFI shielding.
Master Bond Milestones Through the Decades - Part 2Master Bond
Take a walk down memory lane as Master Bond as we celebrate our 40th anniversary and the important achievements we’ve had over the years. From formulating our first product in the 1970s to the introduction of 28 USP Class VI approved adhesives in the 2010s, learn more about how our company and products have evolved.
What is Green Finance? How to structure a market to attrach green investments? Which are the instruments and mechanism to make it succesfull operative and monitorable?
To What Extent Does the Female Entrepreneur Strategy Differ to their Male cou...Becki Saunders
This document outlines a research project examining potential differences between male and female entrepreneurs and how those differences may impact business success. It begins with an introduction noting the growing number of female entrepreneurs. The paper then presents its primary research question of identifying gender-based differences and how they may affect business success. Several secondary questions are also proposed to further explore gender gaps in entrepreneurship motivation and strategies. The document reviews various academic literature on characteristics of male and female entrepreneurs and debates around their similarities and differences.
The document summarizes findings from a survey of 265 women working in new economy companies. Key findings include:
- Many women find the new economy exhilarating and feel they have more opportunities for creative freedom, impact, and rapid growth compared to traditional companies. However, they also experience high stress and difficulties balancing work and personal lives.
- While gender issues may be less pronounced, nearly a third still felt unequal treatment based on attributes like being single or a working mother. A quarter also felt issues like feeling undervalued or overlooked for opportunities.
- Women use strategies like adapting flexibility, maintaining perspective, developing peer support networks, and constant learning to navigate challenges. However, the demanding lifestyle may only be temporary for
Diversity in the Board Room_ How to Unlock Its Full Potential - by Christiana...Christiana Vonofakou, PhD
This document discusses diversity in corporate boardrooms and leadership. It argues that while increasing gender diversity is important, simply adding more women is not enough. True diversity requires addressing potential pitfalls like stereotypes and lack of trust that can inhibit creative thinking. It recommends five conditions to maximize the benefits of diversity: 1) organizational encouragement of equal status, 2) leadership support, 3) emphasis on common goals, 4) intergroup cooperation, and 5) developing personal relationships to overcome initial distrust.
This document discusses research by Helen E. Fisher exploring the natural leadership talents of women. It describes how women's brains have evolved to enable skills like web thinking, intuition, mental flexibility, long-term planning, creativity, and strong verbal and social skills. These talents are well-suited to modern business environments that value qualities like complexity, ambiguity, and flexibility. While acknowledging diversity between individuals, the document argues that on average, women possess innate abilities that make them well-equipped for leadership roles.
Defining and Harnessing Plurality of Thought for the Digital AgeCognizant
Beyond and different from physical identity diversity, it is plurality of thought that must be cultivated and promoted within today's far-sighted organizations. We offer an analysis and roadmap for instilling plurality of thought on the individual, team and corporate levels.
1) The document summarizes and critiques an article that studied differences between women entrepreneurs who founded non-profit versus for-profit organizations in India.
2) It found that women who founded non-profits tended to be from higher castes, more educated, and had prior experience in the non-profit sector, whereas women in for-profits were more likely to be first-time entrepreneurs from necessity.
3) The reviewer criticizes the original article for being overly descriptive without deeper analysis, and argues it adds little that had not already been documented elsewhere on women's entrepreneurship in India.
The passage discusses two paradigms - the traditional paradigm and a new paradigm. The traditional paradigm views special education through a mechanistic lens, breaking down skills into simple tasks and focusing on quantity over quality. An example is task analysis and skill training. The new paradigm being proposed focuses on openness, eliminating boundaries, and voluntary knowledge sharing, adapting techniques from open online platforms. It argues the current education system only prepares students for industrial labor and needs to change to equip students for today's technological world.
Gender, human capital, and opportunity identification in mexicoGabriela Tiburcio
This document discusses a study examining the effect of human capital and gender on opportunity identification in Mexico. It presents hypotheses that individuals with higher levels of general and specific human capital will identify more opportunities, and that opportunities identified will be more innovative. It also hypothesizes that men and women may differ in opportunities identified and innovativeness, given similar human capital levels. The study uses a survey of 174 MBA students in Mexico to analyze relationships between human capital, gender, opportunities identified, and innovativeness. It finds that specific human capital positively impacts opportunities identified and their innovativeness, but finds no significant gender differences in opportunities identified or innovativeness.
This document summarizes existing literature on gender discrimination faced by female entrepreneurs and conducts an analysis of the TV show Shark Tank. The literature review finds that female entrepreneurs face disadvantages in accessing capital, networks, and are often limited to "feminine" industries. A content analysis of Shark Tank episodes found that while the show aims to help entrepreneurs, the sharks interact differently with entrepreneurs based on gender - frequently questioning female entrepreneurs' commitment more than males. The analysis suggests Shark Tank both advocates for female empowerment but also reinforces traditional gender roles.
Act on Facts, Not FaithThe 19th-century French physician Pierre-.docxSALU18
Act on Facts, Not Faith
The 19th-century French physician Pierre-Charles-Alexandre Louis put a lot of leeches out of business. For centuries before his research, doctors believed that removing a few pints of a person’s blood would help cure all sorts of ailments. In the 1830s, doubting bloodletting’s alleged effects, Louis undertook one of the first clinical trials. He compared the fates of 41 pneumonia victims who had undergone early and aggressive bloodletting to the fates of 36 pneumonia victims who had not. The body count was clear: 44 percent of the bled patients subsequently died, compared to only 25 percent of the patients who did not get the bleeding treatment.1 Louis’ discovery helped convince physicians to abandon bloodletting and earned him the title “Father of Epidemiology.”
Louis’ study is a touchstone of the modern evidence-based medicine movement, which trains physicians to conduct, evaluate, and act according to research. Despite the wealth of research on what makes organizations and people more effective, there isn’t yet an evidence-based movement in management. Instead, managers frequently base their business decisions on hope, fear, dearly held ideologies, what others are doing, and what they have done in the past – in short, on lots of things other than evidence. As a result, many managers inadvertently harm their organizations and stakeholders in much the same way that bloodletting doctors inadvertently harmed their patients.
The time has come for an evidence-based management movement. Like evidence-based medicine, evidence-based management can help managers figure out what works and what doesn’t, identify the dangerous half-truths that constitute so much of what passes for wisdom, and reject the total nonsense that too often passes for sound advice. Although much of our research is in the business sector, evidence-based management is just as applicable in the nonprofit and government sectors. Managers who adopt the approach we suggest will find it easier to sort out what advice to follow and – more importantly – what advice to ignore.2
Impediments to Evidence Abound
Several barriers block the best facts from rising to the top levels of an organization. Although the evidence for what works in management is ample, the signal drowns in an ocean of noise. Business writers, gurus, and consultants routinely tout their “breakthrough ideas” in more than 100 magazines and newspapers devoted to business issues3 and in over 30,000 books on business topics.4 To confuse things even more, many of the ideas in this massive snarl conflict with each other. Consider a few book titles: “In Search of Excellence” and “The Myth of Excellence”; “Built to Last” and “Corporate Failure by Design”; “Thinking Inside of the Box” and “Out of the Box.”
“If you don’t like the theory du jour, just wait a few minutes, and it will change,” remarks Daniel Ben-Horin, founder and president of CompuMentor, a San Francisco-based nonprofit that provides techno.
Act on Facts, Not FaithThe 19th-century French physician Pierre-.docxkatherncarlyle
Act on Facts, Not Faith
The 19th-century French physician Pierre-Charles-Alexandre Louis put a lot of leeches out of business. For centuries before his research, doctors believed that removing a few pints of a person’s blood would help cure all sorts of ailments. In the 1830s, doubting bloodletting’s alleged effects, Louis undertook one of the first clinical trials. He compared the fates of 41 pneumonia victims who had undergone early and aggressive bloodletting to the fates of 36 pneumonia victims who had not. The body count was clear: 44 percent of the bled patients subsequently died, compared to only 25 percent of the patients who did not get the bleeding treatment.1 Louis’ discovery helped convince physicians to abandon bloodletting and earned him the title “Father of Epidemiology.”
Louis’ study is a touchstone of the modern evidence-based medicine movement, which trains physicians to conduct, evaluate, and act according to research. Despite the wealth of research on what makes organizations and people more effective, there isn’t yet an evidence-based movement in management. Instead, managers frequently base their business decisions on hope, fear, dearly held ideologies, what others are doing, and what they have done in the past – in short, on lots of things other than evidence. As a result, many managers inadvertently harm their organizations and stakeholders in much the same way that bloodletting doctors inadvertently harmed their patients.
The time has come for an evidence-based management movement. Like evidence-based medicine, evidence-based management can help managers figure out what works and what doesn’t, identify the dangerous half-truths that constitute so much of what passes for wisdom, and reject the total nonsense that too often passes for sound advice. Although much of our research is in the business sector, evidence-based management is just as applicable in the nonprofit and government sectors. Managers who adopt the approach we suggest will find it easier to sort out what advice to follow and – more importantly – what advice to ignore.2
Impediments to Evidence Abound
Several barriers block the best facts from rising to the top levels of an organization. Although the evidence for what works in management is ample, the signal drowns in an ocean of noise. Business writers, gurus, and consultants routinely tout their “breakthrough ideas” in more than 100 magazines and newspapers devoted to business issues3 and in over 30,000 books on business topics.4 To confuse things even more, many of the ideas in this massive snarl conflict with each other. Consider a few book titles: “In Search of Excellence” and “The Myth of Excellence”; “Built to Last” and “Corporate Failure by Design”; “Thinking Inside of the Box” and “Out of the Box.”
“If you don’t like the theory du jour, just wait a few minutes, and it will change,” remarks Daniel Ben-Horin, founder and president of CompuMentor, a San Francisco-based nonprofit that provides techno.
This document summarizes a study on the perceptions of barriers facing senior women in the Australian Public Service (APS). It finds that the main barrier perceived by both male and female executives is prioritizing family commitments over career, though this is seen as more of a barrier by women. Cultural barriers vary significantly between departments, with those having more senior women experiencing greater acceptance of diverse leadership styles and family-friendly policies. The report recommends strategies for improving gender balance in the APS, such as increasing support for flexible work practices and the visibility of female role models.
In today’s modern workplace, where the primary resource is knowledge, collective knowledge building is a key strategic task. The Business Case for Transformative Training
Persuasive Essay Topics For High School.pdfLynn Bennett
31 Persuasive Essay Topics • JournalBuddies.com. 100 Persuasive Speech Topics for Students. Exceptional Persuasive Essay Topics High School ~ Thatsnotus. This persuasive writing pack includes a range of worksheets and .... Persuasive essays high school - College Homework Help and Online Tutoring.. Rare Easy Persuasive Essay Topics ~ Thatsnotus. Unique Persuasive Essay Topics Middle School ~ Thatsnotus. Persuasive Essay Changing School Rules. Online assignment writing .... How to Write a Persuasive Essay - A Complete Guide. 002 Persuasive Essay Topics For High School Example ~ Thatsnotus. School Essay: Persuasive topics for essays. Writing persuasive essays for high school - Writing Persuasive Essays .... 018 Persuasive Essay Examples Free High School Poemsrom Co Template For .... Wonderful Middle School Persuasive Essay Topics ~ Thatsnotus. 5th Grade Persuasive Writing Topics. Persuasive Essay - 5+ Examples, Format, Pdf | Examples. 10 Daring Persuasive Argumentative Essay Topics - Academic Writing Success. Pin on Write paper service. History Essay: Top 100 persuasive essay topics. easy essay topics for high school students persuasive handout r .... ARNELANDTEM BLOG. 50 Free Persuasive Essay Examples (+BEST Topics) ᐅ TemplateLab. Persuasive Essay Prompts for High School Students | Writing a .... Beautiful Best Persuasive Essay Topics ~ Thatsnotus. Business paper: Persuasive essay ideas for high school. Writing persuasive essays - College Homework Help and Online Tutoring.. How To Write A Persuasive Essay Youtube | PDF. Argumentative Essay Prompts for High School Students. sample persuasive essays high school - Sample Persuasive Essay - Percy .... Middle School Topics for Persuasive Essay Writing. Buy Persuasive Essay Topics For Middle School English. 20 New Essay .... 7th Grade Persuasive Writing Prompts Persuasive Essay Topics For High School
Women's innate abilities make her a 'good business choice' when reaching out to global markets. White paper discussing the advantages women bring to the international marketing table.
78 Harvard Business Review | July–August 2008 | hbr.org
MANAGING TECHNOLOGY FINANCE & ACCOUNTING ORGANIZATION & CULTURE FINANCE & ACCOUNTING ORGAN
COMPETITION HUMAN RESOURCES MARKETING ORGANIZATION & CULTURE MANAGING TECHNOLOGY FINANCE &
ING ORGANIZATION & CULTURE MANAGING TECHNOLOGY FINANCE & ACCOUNTING MARKETING HUMAN RESOU
STRATEGY & COMPETITION MANAGING TECHNOLOGY HUMAN RESOURCES MARKETING ORGANIZATION & CULTUR
TION & CULTURE MANAGING TECHNOLOGY FINANCE & ACCOUNTING MARKETING STRATEGY & COMPETITION MA
FINANCE & ACCOUNTING MARKETING MARKETING ORGANIZATION & CULTURE MANAGING TECHNOLOGY FINANCE
Employee
Motivation
A Powerful New Model
by Nitin Nohria, Boris Groysberg,
and Linda-Eling Lee
GGETTING PEOPLE TO DO THEIR BEST WORK, even in trying cir-cumstances, is one of managers’ most enduring and slippery chal-lenges. Indeed, deciphering what motivates us as human beings is a centuries-old puzzle. Some of history’s most infl uential thinkers about human behavior – among them Aristotle, Adam Smith, Sig-mund Freud, and Abraham Maslow – have struggled to understand its nuances and have taught us a tremendous amount about why people do the things they do.Such luminaries, however, didn’t have the advantage of knowl-edge gleaned from modern brain science. Their theories were based on careful and educated investigation, to be sure, but also exclusively on direct observation. Imagine trying to infer how a car
works by examining its movements (starting, stopping, accelerating,
turning) without being able to take apart the engine. A
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Honing Your Competitive Edge
1320 Nohria.indd 781320 Nohria.indd 78 6/5/08 7:39:37 PM6/5/08 7:39:37 PM
hbr.org | July–August 2008 | Harvard Business Review 79
GANIZATION & CULTURE MARKETING MANAGING TECHNOLOGY FINANCE & ACCOUNTING MARKETING STRATEGY &
CE & ACCOUNTING MARKETING STRATEGY & COMPETITION MANAGING TECHNOLOGY HUMAN RESOURCES MARKET-
SOURCES MARKETING ORGANIZATION & CULTURE MANAGING TECHNOLOGY FINANCE & ACCOUNTING MARKETING
LTURE MANAGING TECHNOLOGY FINANCE & ACCOUNTING MARKETING HUMAN RESOURCES MARKETING ORGANIZA-
N MANAGING TECHNOLOGY HUMAN RESOURCES MARKETING ORGANIZATION & CULTURE MANAGING TECHNOLOGY
NCE & ACCOUNTING MARKETING STRATEGY & COMPETITION MANAGING TECHNOLOGY HUMAN RESOURCES MARKET-
1320 Nohria.indd 791320 Nohria.indd 79 6/5/08 7:39:46 PM6/5/08 7:39:46 PM
80 Harvard Business Review | July–August 2008 | hbr.org
Honing Your Competitive Edge HUMAN RESOURCES
Fortunately, new cross-disciplinary research in fi elds like
neuroscience, biology, and evolutionary psychology has al-
lowed us to peek under the hood, so to speak – to learn more
about the human brain. Our synthesis of the research sug-
gests that people are guided by four basic emotional needs,
or drives, that are the product of our common evolutionary
heritage. As set out by Paul R. Lawrence and Nitin Nohria
in their 2002 book Driven: How Human Nature Shapes.
1. What is your topic and why does it interest you 2. What isaTatianaMajor22
1. What is your topic and why does it interest you?
2. What is/are your research question(s) for this study?
3. What theoretical framework(s) as a guide in your research? If so, which one, and why is it important within the Human Services field?
4. Who is your target participant group and how would you obtain access to this group?
5. Would your study utilize quantitative, qualitative, or mixed methods?
6. What specific approach would you use for data gathering (interview, established survey/measurement tool, meta-analysis, etc.) and why is this structure appropriate for this study?
7. What would a possible drawback be to using this methodology?
8. Identify the tools you would use in your study. Provide rationale for the use of this tool.
9. If you are creating an interview for the study, include the interview questions and the rationale for each question.
10. Would you use a traditional format of data collection or would you use an online format? Provide rationale for this format.
11. What protections are you putting into place to protect your participants?
12. What type of informed consent would you use?
13. How would your research results potentially impact current knowledge in the field and Human Services policies and/or services?
H U M A N I S T I C M A N A G E M E N T
In a world facing multiple crises, our foundational institutions are failing
to offer effective solutions. Drawing on the emerging consilience of
knowledge, Michael Pirson debunks the fundamental yet outdated
assumptions of human nature that guide twentieth-century management
theory and practice – as captured in the “economistic” paradigm – and
instead provides an urgently needed conceptual and practical “humanistic”
framework, based on the protection of human dignity and the promotion of
well-being. By outlining the science-based pillars of this innovative
system, Pirson provides a new model for the responsible twenty-first-
century leader seeking sustainable ways to organize in a world of crisis.
Highlighting relevant applications for research, practice, teaching, and
policy, this book is ideal for graduate students and professionals seeking to
develop their understanding of responsible business, business ethics, and
corporate responsibility.
M I C H A E L P I R S O N is Associate Professor of Management, Global
Sustainability, and Social Entrepreneurship, and Director of the Center for
Humanistic Management at Fordham University. He cofounded the
Humanistic Management Network and serves as Editor of the Humanistic
Management Journal. He has won numerous awards, including from the
Academy of Management, and has published extensively on humanistic
management, philosophy, and business ethics.
2
Advance Praise
This book is an absolute must read to any business school student and leader
of any type of organization, from profit to non-profit, small to large, business
to political!
Christopher Arbet Engels, Chief Medical Officer Poxelpharma, former
VP ...
Opinion article in NACD (National Association of Corporate Directors) magazine. Curiosity and the explorer`s mindset, key to discover the great challenges Boards face when building trust in this data-driven, digital world. The need of data strategies, the need to be honest and transparent with a vast array of stakeholders, and the need to clearly demonstrate how organizations provide personal and societal benefits should be top priorities for boards.
Similar to Women’s innovative strengths for Development (20)
Through the financial evaluation of parameters which represent the sustainability of the company together with the ethical understanding on how to implement these indicators, an ethical credit rating can be build to share the good governance of the bank with its clients and suppliers. This system will help companies and the investment community to evaluate how sustainability practices, and more inclusive stakeholder- oriented governance systems, could positively affect corporate performances
A Model for the Value Creation FrameworkLuisa Nenci
The Value Creation Framework (Perrini, 2006) helps companies and the investment community to better understand how a more inclusive stakeholder-oriented governance systems positively affects corporate performance. Perrini, Russo,Tencati, &Vurro, 2009 analysis findings are that there is no doubt that Corporate Responsibility (CR) may be beneficial for committed firms. Less clear is what dimensions firms can leverage to improve their abilities to benefit from responsible behavior. Starting from the analysis of existing literature on the link between Corporate Social Performance (CSP) and Corporate Financial Performance (CFP), and deepening the different dimensions underlying the relationship between specific CR-related interventions and company performance, the research answered the call for a more detailed understanding of the mechanisms through which CR can impact on the performance of the firm.
A simplified NetLogo model has been built (Nenci, 2013) to frame and analyse company's policy and related actions on people values and consequential corporate performances impacts. While firms values, belief and activities have been identified and classified into drivers, influencer and influenced (Perrini et al, 2009) variables specification, their interaction mechanisms and rules has been developed to build the model. Satisfaction has been chosen as the main variable including in calculation: salary, mobility and training variation, training and satisfaction variation against average. This to answer the question: With which level of decreasing satisfaction a talented worker will leave the enterprise?
The increasing awareness of stakeholders is leading firms to adopt strategies related to the reduction of their environmental impact, not necessarily linked to existing regulatory provisions (e.g. Corporate Social Responsibility strategies). We focus on the potential role of banks, when dealing with the credit merit of potential investors, and move a first step in the direction of understanding the consequences and trade-offs involved in the adoption of “green credit merit” (GCM) measurement tools. After providing a theoretical background for our investigation, we develop a descriptive analysis using firm level Spanish data. We show that in certain cases projects featuring a low environmental impact would gain access to credit according to green credit merit procedures but not according to standard credit merit indicators. Also, and remarkably, indicators focused on specific environmental problems (e.g. related to energy consumption) might prove much more effective and informative than wider ones.
Towards a green economy in the Mediterranean. Assessment of National Green Ec...Luisa Nenci
Existing strategies that are publicly available and accessible and the opinions and perceptions of key Green Economy and Sustainability practitioners were the basis of the assessment. In a nutshell, the main outcome of the study is that the large majority of Mediterranean countries have out-dated or incomplete national GE/SD strategies. Often they are vague, not giving clear definitions or indicators. Only five countries (France, Italy, Morocco, Portugal and Tunisia) can claim to have good, up-to-date and detailed strategies with clear indicators, or – in the case of Italy – supporting legislation in place. Seven countries (Albania, Bosnia-Herzegovina, Cyprus, Egypt, Slovenia and Spain) have outdated GE/SD strategies or none at all. The rest of the Mediterranean countries (Algeria, Croatia, Greece, Israel, Jordan, Lebanon, Malta, Montenegro, Palestine and Turkey) are somewhere in between these two groups of countries.
Socio environmental risk management principios y aplicaciones de las finanza...Luisa Nenci
El desarrollo de los valores estratégicos de un negocio con sistemas más avanzados de finanzas sostenibles: como eligir, invertir y financiar empresas la cuya actividad tenga un reducido impacto ambiental y favorezca el desarrollo equitativo da la sociedad.
Presentacion estudio: Actividad economica y Derechos Humanos Luisa Nenci
El documento discute la relación entre la actividad económica y los derechos humanos. Examina los diferentes actores involucrados como los estados, las empresas y las organizaciones independientes. También analiza las instituciones nacionales e internacionales relacionadas con los derechos humanos y cómo la actividad económica en sectores como la minería, la agricultura y la energía puede vulnerar derechos como los derechos laborales, económicos y civiles en diferentes regiones del mundo. Finalmente, presenta algunos ejemplos concretos de cómo se
Actividad Económica y Derechos Humanos.¿Question de Imagen?Luisa Nenci
Este documento presenta los resultados de una investigación sobre la relación entre la actividad económica y los derechos humanos. Describe los principales instrumentos internacionales de derechos humanos como la Declaración Universal de Derechos Humanos y analiza cómo diferentes organizaciones e instituciones abordan esta relación. Además, incluye cuadros y mapas para ilustrar cómo diferentes sectores económicos y regiones geográficas vulneran distintos derechos humanos. El objetivo es crear un panorama global de cómo las actividades económicas impactan los
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
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LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
Women’s innovative strengths for Development
1. Women’s Thinking
In globally competitive markets, creating eco-
nomic value requires that companies – large
and small, new and established – continually
generate innovative ideas, quickly commercial-
ize them and readjust them as market condi-
tions change. The ability to generate new ideas
is the product of imagination, a result of wom-
en’s mental flexibility: the capacity to reach
into the depths of one’s stored knowledge,
assemble chunks of data in new manners, ex-
amine different combinations, and “play” with
various arrangements. Women’s web thinking
integrates more details faster and arranges
these data into more complex patterns.
Chunking is an intellectual capacity that
has been explained by psychologist Herbert
Simon (1974) as people learn how to analyze
the stock market, run a business, or follow a
Women’s Innovative Strengths
for Development
Luisa Nenci. Consultant expert in economic issues, Italy
According to Helen Fisher (2005), a biological anthropologist at Rutger’s University, women’s
thinking is different from men’s. She refers to the interrelated way women think as “web thin-
king”. Women think contextually and holistically and display more mental flexibility. They
take in more data and synthesize them expertly, connecting the details faster, using imaginative
judgment. The characteristics of web thinking are essential to innovation. Since women do it
naturally, their role in teams and in organizations is becoming more important. Women can
become instrumental for innovation to produce change in a world where sustainable develop-
ment requires profound transformation in thinking, in economic and social structures and in
consumption and production patterns.
political issue. People begin to recognize the
patterns involved and mentally organize these
data into blocks of knowledge. With time,
more and more related patterns are chunked,
and clusters of knowledge are stored in long-
term memory. Then the ability to use those
chunks, assessing multiple, complex scenarios
and plotting a long-term course is related
to “web thinking” as long-term planning.
Women may have evolved the propensity to
think long term to plan for their children’s
distant future.
Along with these capabilities there are also
women’s social skills and their remarkable fa-
cilities for networking, collaboration, empathy,
inclusion, and sharing power. These feminine
dispositions to work in egalitarian teams or net-
works, and to support others were undeniably
vital to ancestral women who needed to support
one another and their children. This is evident
2. 78 Women’s innovative strengths for development Luisa Nenci
in the Sandpit1
and Ideas Labs, too. When there
are women in the group, the dynamics are dif-
ferent: there is more apparent collaboration and
a gentler, collective creative process.
These talents are not exclusive to women, of
course, yet women display them more regularly
than men. As women make decisions, they tend
to weigh more variables, consider more options,
and see a wider range of possible solutions to
a problem. Women tend to generalize, to take
a broader, more holistic, more contextual per-
spective of any issue. The feminine way of
reasoning is to think in webs of factors, not
straight lines, as described by Ms Fisher’s “web
thinking”. Men are more likely to focus their
attention on one thing at a time. They tend to
classify pertinent material, discard what they
regard as irrelevant data, and analyze informa-
tion in a more linear, causal path. Ms Fisher
calls this male pattern of cogitation “step
thinking”.
Personalities for Innovation.
Innovative Potential
The entrepreneur is presented in Schumpet-
er’s early writings as the personification of
innovation, while in his later work the process
of innovating becomes a constant innovation
happening within companies as they seek to
solidify their competitive position. Although
1. The Sandpit was conceived by the Engineering and Physical Sciences Research Council (EPSRC) in 2003 with the
goal of inspiring more innovative and multi-disciplinary research proposals.
3. Quaderns de la Mediterrània 18-19, 2013:77-85 79
Schumpeter describes this process as the bu-
reaucratization of innovation, nevertheless he
assumes that it must still be driven by enterpris-
ing personalities.
Ipsos Observer (Forbes Insights, 2011) sur-
veyed 1,245 European executives to identify the
actual enterprising personalities for innovation,
and responses were grouped into five clusters
with different personality dimensions, moti-
vations and behaviors. Some are more entre-
preneurial, others more process-oriented. The
five personality types recognized (described in
Figure 1) exist in every organization without
ranking one better than the others. All of them
bring different kinds of value to organizations.
Leaders need followers. Doers need thinkers.
Visionaries may be poor at execution. Never-
theless, among innovative and entrepreneurial
companies, certain personality types are more
prominent.
Even though there is not a group which
corresponds perfectly to the profile of the
successful entrepreneur, Movers & Shakers
and Experimenters come very close. Young
and innovative firms generally need Movers &
Shakers at the helm, promoting the vision that
directs the energies of Experimenters. More
established organizations tend to nurture Star
Pupils to become Movers & Shakers. Innova-
tive firms generally try to avoid Controllers
and Hangers-On, although bureaucracy re-
quirements for innovation implementation
will inevitably raise the need of them. In fact,
when firms shift from high growth to a more
mature stage, the requirement of strength-
ening processes with control and risk-taking
moderation grows.
The main conclusion of this survey is that
individuals with a unique set of personality
traits are required to boost innovative firms.
Further analysis reveals that among these
entrepreneurs there is no great difference
between genders and that their success occurs
in environments that recognize and support
their mission.
The research paper on innovative potential
run by the LSE-Lehman Brothers Centre for
Women in Business (2007) based on a survey
sent to 100 teams, shows that the optimal per-
centage for the gender balance of men and
women on teams is 50:50. The critical innova-
tion factors that are influenced by the 50:50 op-
timal proportion of men and women in a team
are the psychological safety of team members
and the whole team, the extent to which they
are prepared to take risks and experiment, and
the general efficiency of the team.
However, while gender diversity is essential
for optimizing the teams’ innovative potential,
research results highlight the significance of
women’s contribution: having a slight majority
of women (about 60%) improves the team’s
self-confidence. Even when in a minority,
women tend to network outside the team,
bringing the positive outcome of spanning
its boundaries leading to knowledge transfer,
whereas men, while in a minority, tend to be-
come less motivated.
4. 80 Women’s innovative strengths for development Luisa Nenci
Housework duties and family burdens of
team leaders were also surveyed valuing di-
versity among team leaders. Males were more
likely to work “significantly” longer hours than
their female counterparts, with the result that
male team leaders may suffer from exhaustion,
whereas women team leaders were six times
more likely to perform the domestic labor du-
ties at home than men. Whilst 96% of the male
teamleaderswhorespondedhadchildren(more
5. Quaderns de la Mediterrània 18-19, 2013:77-85 81
likely young children), only 48% of the female
team leaders had. Those results led to the first
report recommendation that companies should
offer and reinforce “family-friendly” policies
and practices encouraging shared domestic la-
bor and work flexibility. This is to encourage
both the optimal teams’ gender diversity to be
implemented and the negative spillover from
either home or work eliminated.
Companies should offer and reinforce
“family-friendly” policies and practices
encouraging shared domestic labor and
work flexibility
The research run in Spain by the Univer-
sity of Alcala (Martí et al. 2011) shows that
gender-related differences can be the vehicle
to introduce innovative aspects, particularly in
those fields where business output is related to
the quality of life. Results indicate the coexist-
ence of two different types of entrepreneurial
women with different profiles and results. The
first one mainly consisted of women from en-
trepreneurial families, and develops basically
in the same sectors as the economic average
with just a slightly larger presence in service
activities; the second one mainly operates in
those sectors traditionally considered as female.
Entrepreneurs in this case frequently have fam-
ily burdens and are low qualified, working in
services, particularly personal services and
retail trade. Technological and managerial
characteristics of companies managed by the
female entrepreneurs belonging to this group
differ substantially from the average, having
a much more traditional and less innovative
profile.
The important conclusion of this research
is that, despite the fact that male and female
personal features and motivations are different,
the reasons for success and survival of their
enterprises are substantially the same. The
most significant differences are: the greater
amount of time devoted by female entrepre-
neurs to household chores and (the two most
important ones not referred to in the literature)
thatwomenenterprisesaremoreofteninvolved
in product and services innovation, and that
women have a significantly higher participa-
tion in their staff.
The Mediterranean Environment
The Gallup Survey (2010) on the Mediterra-
nean areas showed up that entrepreneurship
is now becoming increasingly attractive in the
MENA area with 62% of young Mediterra-
nean people willing to become entrepreneurs
compared to just 45% in Europe, thus creating
a very strong potential for the establishment
of innovative business. Furthermore, more
key findings of surveying the Arab young
generation are that empowering young girls
and women and battling gender stereotypes
are identified as key components to address
gender discrimination and to foster sustainable
development of the society as a whole (Kouri
and Shehata, 2011). Gender equality allows for
happier, healthier and more educated youth to
develop and become productive citizens.
Nevertheless, one in three young males be-
lieves that educating boys is more important
than educating girls, and the majority of boys
and girls do not believe that boys should do as
much domestic work as girls (Population Coun-
cil, 2010). And so, despite increasing represen-
tation in the education system, young women
still face limited decision-making power and
are generally underrepresented in the public
and economic spheres. Within MENA, gender
rolesarejustifiedlargelybyargumentsbasedon
biological determinism, culture and religion,
as popular definitions of masculinity value
such traits as aggressiveness, competitiveness,
dominance, strength, courage and control.
Marginalizing women, both through acts of
6. 82 Women’s innovative strengths for development Luisa Nenci
sex-selective violence and domination in the
social sphere, can become a matter of affirming
one’s masculinity. As a result, phenomena such
as domestic violence, female genital mutilation
and honor killings become socially acceptable
in some societies (Kouri and Shehata, 2011).
Other cultural barriers to innovation in
the MEDA area are identified by the ANIMA
research study (2012) in the willingness of
sharing information about innovation projects
or offers and requests of partnership, and the
trust in collaboration between research and
industry. Moreover, companies are wary of
intermediaries whose task is supposedly to
promote innovation whilst administrations has
poor innovation culture, with the difficulty to
handle the non-tangible aspects of innovative
projects, and therefore, to realize the entire
nature and importance of innovation. Fur-
thermore, the same business sector finds that
the management of research projects is often
too complex and risky. All of this is leading to
importing the expertise when needed instead
of using local sources of innovation.
Capitalizing on Innovation for
Empowerment
Innovation through new ideas, products and
practices is increasingly seen as a force for social
change. Also, gender mainstreaming and the
empowerment of women have often been seen,
particularlyinaidanddevelopmentagencies,as
one of the most effective ways of introducing
change (Bureau of European Policy Advisers,
2011). Innovation and women’s empowerment
are not often paired but certainly both have es-
sential value for human progress. Innovation as
well as women’s empowerment require think-
ing “out of the box”, acting beyond existing
predefined parameters and traditional inter-
ventions (Malhotra et al., 2009). Recent devel-
opments in innovation thinking increasingly
emphasize the opportunities that innovations
can bring about to address development issues
and stimulate wider social change.
The new definition of innovation aligns
largely with the emerging concept of
“social innovation,” emphasizing not only
progress and social change, but also social
justice as an important element
A new nature of innovation is emerging.
Innovation is no longer mainly about science
and technology. Firms can innovate in other
ways, through co-creation and stakeholders’
involvement, thus environmental and societal
challenges increasingly drive innovation today.
Collaborative, global networking and new pub-
lic-private partnerships are becoming crucial
elements in companies’ innovation processes.
Companies constantly search for new business
opportunities and social and environmental
challenges – such as climate change, the sup-
ply of clean air and water, and so on – that con-
stitute a huge new market barely explored. In
the report The New Nature of Innovation, the
authors state that “by creating new and more
responsible and sustainable solutions, compa-
nies can cultivate new business opportunities”
(FORA, 2009:11).
The new definition of innovation aligns
largely with the emerging concept of “social
innovation,” emphasizing not only progress
and social change, but also social justice as
an important element. Phills, Deiglmeier
and Miller (2008:36) define social innovation
as “a novel solution to a social problem that
is more effective, efficient and sustainable, or
just than existing solutions and for which the
value accrues primarily to society as a whole
rather than private individuals.” The emerg-
ing field of social innovation is broad and
varied – from new models of learning to new
ways to reduce waste, empower communities
and transition to a low carbon economy – and
7. Quaderns de la Mediterrània 18-19, 2013:77-85 83
there are many organizations and individuals
engaged in the development and use of social
innovationacrossEurope(theSocialInnovation
eXchange (SIX) and the Young Foundation for
the Bureau of European Policy Advisors, 2010).
Social innovations are an essential component
of the EU’s change drivers for “effectively ad-
dressing poverty, generating sustainable wealth
and well-being and promoting a learning and
participative society” (BEPA, 2011:119).
There is a substantial overlap between
innovation and improvement, change
and creativity
As with innovation in technology or busi-
ness, social innovation is distinct from “im-
provement” or “change” and from “creativ-
ity” and “invention” (BEPA, 2011). These last
two are both crucial to innovation but overlook
the important stages of implementation and
diffusion which make new ideas useful. Nev-
ertheless, there is a substantial overlap between
innovation and improvement, change and crea-
tivity. Some social innovations are incremental
(they build on what went before) and others
are radical (they provide entirely new models
for thinking and doing). Innovations can be
disruptive and generative – that is, they can
disrupt patterns of production, consumption
and distribution and generate further ideas
and innovations (like the move to a low car-
bon economy or the creation of a preventative
system of criminal justice).
Equally, the public sector is facing new
challenges – increasing demands from citi-
zens for higher quality and more personalized
public services, together with greater budget-
ary constraints – and in order to formulate
appropriate innovation policies encompassing
the new nature of innovation, it is important
to understand how the nature of innovation is
changing. “A successful innovation policy is one
that involves all actors in society; innovation is
something you do with people, not to them.”2
If the ultimate objective is to introduce sustain-
able change, then the main variable is people’s
empowerment.
By looking at empowerment and develop-
ment together, attention is focused on issues
that matter most in the lives of families and
their communities – opportunities for decent
work, the chance to enjoy basic services and
participate fully in the political life of their
countries.3
The Sustainable Development Strat-
egy for an Enlarged EU (General Secretariat
of the Council Of The European Union, 2006)
stresses that sustainable development requires
profound changes in thinking, in economic
and social structures and in consumption and
production patterns which must be taken up
by society at large as a principle guiding the
many choices each citizen makes every day, as
well as the big political and economic decisions.
And social innovation is a core element in the
strategy.
Women as Proactive Agents
for Social Innovation
As a new frontier of empowerment, social in-
novation balances the value directly attained by
women (Malhotra, 2009) with an understand-
ing that investments in women as develop-
ment actors can support the flow of benefits
to households, communities and wider develop-
mentprocesses. Womencanbeinstrumentalfor
2. This idea was expressed by President Barroso in a recent Speech on 13 October 2010.
3. UN Secretary-General Ban Ki-moon’s message to the International Conference on “People’s Empowerment and
Development”, in Dhaka, Bangladesh, on 5 August.
8. 84 Women’s innovative strengths for development Luisa Nenci
that are valuable in the conception of ideas
and its implementation to benefit society with
their diverse contribution.
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