Coaching by Sustainable Innovational Values (CSIV): The 40-30-30 Tri-Intersectional Model of Values
-- João Brillo, Simon Dolan and Kristine Marin Kawamura
We live in a world that is constantly changing and transforming. Some believe that strategic planning and scenario building are almost impossible in this kind of context (Mintzberg 1994; and Dolan et al., 2003). Yet, in order to survive, organizations need to constantly innovate and renovate. In this paper, we argue that using the 40-30-30 tri-intersectional model of values that underlie the Managing and Coaching by Values model (Dolan et al., 2006; and Dolan, 2011)—with its three essential axes (economic-pragmatic, ethical-social, and emotional-developmental) as a perpetual process for alignment and realignment—can lead to sustainable innovation in organizations. We also derive a “Coaching by Sustainable Innovational Values” model as a platform for use in motivating people and organizations to more precisely identify future scenarios while also developing competencies to address just-in-time events and to provide alternative ‘backup’ scenarios.
© 2014 João Brillo, Simon Dolan and Kristine Marin Kawamura. All Rights Reserved.
Interview
Cost of Employee Loyalty
Interview with Alex Bennet and David Bennet, and Chris P Long
The interview was conducted by Ivaturi Murali Krishna
The Cost of Employee Loyalty and Disloyalty:
Theory and Practice
-- Stephanie Jones and Riham Hamdy Moawad
Why are employees loyal? Organizational commitment—or a tendency to stay rather than leave—can be demonstrated by retention commitment, value commitment, and effort commitment. These variants on reasons for commitment—to stay with the organization, to provide value for customers, and to make the effort needed—are affected by intrinsic job satisfaction more than extrinsic elements, so leaders should pay more attention to their staff members’ intrinsic needs and try to meet them. To be able to effectively manage the high rate of turnover, leaders and organizations must concentrate on enhancing their staff members’ intrinsic job satisfaction. This means a focus on job interest, opportunities to learn, chances to mentor others, and making achievements—not just pay and benefits.
© 2014 Stephanie Jones and Riham Hamdy Moawad. All Rights Reserved.
Costs of Employee Loyalty and Disloyalty: Benefits of Organizational Values Supporting Work-Personal life Balance
-- Ronald J Burke and Parbudyal Singh
The paper examines the association of perceptions of organizational values supporting work-personal life balance and imbalance, with a number of work-satisfaction, extra-work activities, and psychological wellbeing indicators in a sample of managers and professionals. The results reveal that both balance and imbalance organizational values had significant relationship with two important variables: passion and absorption. Managers indicating higher imbalance and balance organizational values reported higher levels of both passion and absorption. It should be noted however that more negative work motivation of addiction was predicted only by imbalance values, and the other two work engagement scales, vigor and dedication, were predicted only by organizational balance values. It seems clear that organizations possessing values more supportive of work-personal life integration and balance values are likely to reap benefits.
© 2014 Ronald J Burke and Parbudyal Singh. All Rights Reserved.
What Is Employee Loyalty?
How to Gain, Retain and Lose It
-- Bob Murray
Smaller enterprises that can maintain their workforces and whose leaders are closer, in economic terms, to their employees will be able to maintain loyalty, assuming that they are able to run their businesses in a way which fulfills the neurogenetic needs of their workers. But they themselves are under great competitive pressure, and although they are collectively the largest sources of employment in the developed world, this probably cannot last. Overall, the trends visible in society are such that employee loyalty, like employee engagement, may well be a thing of the past. The irony is that at the same time technology is showing us that we do not need the workers we have, the science of behavioral neurogenetics is showing us how to run our companies and our firms in such a way as to engender the maximum level of loyalty in our workforces.
© 2014 Bob Murray. All Rights Reserved.
‘Why Us?’ and ‘Why Not Us?’
Determine the Direction and Purposeful Actions for Your Organization
-- Dan Coughlin
Understanding your current business is the starting point for improving the direction of your business. You have to know where you are now in order to determine how you can improve it. You will start to see not only what you do well for your desired customers, but also why your desired customers should probably choose another alternative for a variety of reasons. You will see what makes you unique, but you will also see what you do that is not unique at all and where other options are really better than yours. The more you dig into answering these questions, the more you will see what you want to keep the same and what you will have to change in order to provide something that is uniquely valuable to your desired customers that will cause them to stay with you or come to you.
© 2014 Dan Coughlin. All Rights Reserved.
ISRO’s Amazing Accomplishments:
An Analysis
-- GRK Murty
Indian Space Research Organization (ISRO)—the primary space agency of Government of India—was established in 1969 with an objective to develop space technology and its application to various national tasks. It has operationalized Indian national satellites to offer communication services and remote sensing satellites to map natural resources. Simultaneously, it had also developed launch vehicles—Polar Satellite Launch Vehicle (PSLV) and Geostationary Satellite Launch Vehicle (GSLV)—for placing the satellites in the orbit. Over the years, ISRO has pocketed several accomplishments to its credit, including the moon mission, the Space Capsule Recovery Experiment and the latest Mars Orbiter Mission. No other governmental institution has credited itself with such an amazing streak of success. An attempt has been made here to trace the underlying reasons for such high success rate.
© 2014 GRK Murty. All Rights Reserved.
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