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Your induction programme for new hires is going well and new inductees are learning all about your organization and your ways of doing things. Congratulations! Now that they are part of your organization, how are you going to make them productive in a short period of time – how are you going to accelerate their learning?

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Communication Essentials for a Leader

"Managers do things right. Leaders do the right things". If you have heard of this phrase before, it wouldn?t be surprising. And if you are a Designated Leader?, God forbid, you might have even spoken of it on numerous occasions.

We all hear these phrases in our daily lives time and again, but sometimes fail to understand their real meaning. Time to question ourselves; are we doing the right? things?

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Posted by on in Leadership & Organization
Most managers accept that employers benefit from a diverse workforce, but the notion can be hard to prove or quantify, especially when it comes to measuring how diversity affects a firm’s ability to innovate.

But new research provides compelling evidence that diversity unlocks innovation and drives market growth—a finding that should intensify efforts to ensure that executive ranks both embody and embrace the power of differences.

In this research, which rests on a nationally representative survey of 1,800 professionals, 40 case studies, and numerous focus groups and interviews, we scrutinized two kinds of diversity: inherent and acquired. Inherent diversity involves traits you are born with, such as gender, ethnicity, and sexual orientation. Acquired diversity involves traits you gain from experience: Working in another country can help you appreciate cultural differences, for example, while selling to female consumers can give you gender smarts. We refer to companies whose leaders exhibit at least three inherent and three acquired diversity traits as having two-dimensional diversity.
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This case revolves around the experiences of an MBA student at an Indian business school. The student is dynamic, capable and intent on high achievement, but his pursuit of recognition eventually hampers his and his team's learning and performance. The case is based on an event that happens within a course on organizational behaviour where the student makes a major mistake in his analysis of a case due to his need to demonstrate his competence and validate himself. This hurts his and his team's performance on an assigned task. After the event, the student and his team members reflect on the events that led to this mistake. They also take the Myers-Briggs Type Indicator (MBTI) and the Fundamental Interpersonal Relations Orientation - Behavior (FIRO-B) assessments to determine their personality preferences and interpersonal needs that might have influenced the team's functioning.

Author Syed Salman Ahmad is affiliated with Copenhagen Business School. Authors Sheetanshu Mishra and Santosh Kumar are affiliated with the Institute of Management Technology, Nagpur
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Posted by on in Leadership & Organization
"This technical note explores leadership through the framework of choice theory. As human beings, we actively engage in four strongly interconnected domains of choice: our activities, our thinking, our feelings, and our physiology. Effective leaders understand the behaviors they are choosing and the potential consequences of those behaviors for others. Choice theory provides a framework for choosing behaviors that solve problems and create value. This note is used as a background reading in Darden's Leadership Learning Lab and in several Executive Education offerings."
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