Default Category
-
Putting the Service-Profit Chain to Work (HBR Classic) (Spanish version)
Heskett, James L.; Jones, Thomas O.; Loveman, Gary W.; Sasser, W. Earl, Jr.; Schlesinger, Leonard A.Article HBS-R0807LService and Operations Managementinvestment in people, technology that supports frontline workers, revamped recruiting and training practices, and compensation linked to performance. They also express a vision of leadership in somewhat unconventional terms, referring to an organization's "patina of spirituality" and the "importance of the mundane." In this article, Heskett, Jones, Loveman, Sasser, and Schlesinger take a close look at the links in the service-profit chain, which...Starting at €8.20
-
Caso de estudio: Desafiar al jefe o desistir
Sasser, W. Earl, Jr.Article HBS-R1105MKnowledge and CommunicationTom Green, un ejecutivo de ventas joven agresivo en el autoservicio de la compañía kiosco Muestra D7, ha sido ascendido a especialista senior de marketing por Shannon McDonald, su vicepresidente división. Shannon había advertido a Tom que estaba tomando una oportunidad con él y que tendría que aprender rápido y trabajar bien con su nuevo jefe, Frank Davis, que no habría elegido a Tom por la posición. En el trabajo, Tom se encuentra en desacuerdo ...Starting at €8.20
-
Putting the Service-Profit Chain to Work (HBR Classic)
Heskett, James L.; Jones, Thomas O.; Loveman, Gary W.; Sasser, W. Earl, Jr.; Schlesinger, Leonard A.Article HBS-R0807L-EService and Operations ManagementThis article was originally published in March-April 1994 and was republished in July-August 2008 as an HBR Classic. This article includes a one-page preview that quickly summarizes the key ideas and provides an overview of how the concepts work in practice along with suggestions for further reading. In exemplary service organizations, executives understand that they need to put customers and frontline workers at the center of their focus. Thos...Starting at €8.20
-
Getting to Si, Ja, Oui, Hai, and Da
Meyer, ErinArticle HBS-R1512E-ETo be effective, a negotiator must take stock of the subtle messages being passed around the table. In international negotiations, however, you may not know how to interpret your counterpart's communication accurately, especially when it takes the form of unspoken signals. The author identifies five rules of thumb for negotiating in other cultures: (1) Adapt the way you express disagreement. In some cultures it's OK to say "I totally disagree." I...Starting at €8.20
-
Challenge the Boss or Stand Down (Commentary for HBR Case Study)
Sasser, W. Earl, Jr.Article HBS-R1105Z-ETom Green, an aggressive young sales executive at self-service kiosk company D7 Displays, has been promoted to senior marketing specialist by Shannon McDonald, his division VP. Shannon had warned Tom that she was taking a chance with him and that he'd have to learn fast and work well with his new boss, Frank Davis, who wouldn't have chosen Tom for the position. On the job, Tom finds himself at odds with Frank and challenges him openly at a well-a...Starting at €8.20
-
China Myths, China Facts
Meyer, Erin; Shen, Elisabeth YiArticle HBS-F1001B-EStrategyChinese business culture is unique-but not in all the ways outsiders tend to assume. The authors' research reveals three principal myths, kernels of which are true.Starting at €8.20
-
Navigating the Cultural Minefield
Meyer, ErinArticle HBS-R1405K-EAs we increasingly work with colleagues and clients who come from all parts of the world, it is vital to understand how cultural differences affect business. Yet too often we rely on cliches and stereotypes that lead us to false assumptions. To help managers negotiate the complexity of an international work team, INSEAD professor Erin Meyer has developed a tool called the Culture Map, which plots the positions of numerous nationalities along ei...Starting at €8.20
-
Being the Boss in Brussels, Boston, and Beijing
Meyer, ErinArticle HBS-R1704D-EWhen misunderstandings arise among members of global teams, it's often because managers conflate attitudes toward authority and attitudes toward decision making. However, the two are different dimensions of leadership culture, says the author, who has extensive research and consulting experience with global companies. Attitudes toward authority range from strongly hierarchical to strongly egalitarian. Approaches to decision making vary from top-d...Starting at €8.20
-
Navigating the Cultural Minefield (Spanish version)
Meyer, ErinArticle HBS-R1405KStrategy(1) Don't underestimate the challenge. Management and work styles stem from lifelong habits that can be hard to change. (2) Apply multiple perspectives. Be aware of your own expectations and behaviors, but also consider how members of other cultures perceive you and fellow teammates. (3) Find the positive in other approaches. The differences that people of varied backgrounds bring to a work group can be great assets. (4) Continually adjust your ...Starting at €8.20
-
When Culture Doesn't Translate (Spanish version)
Meyer, ErinArticle HBS-R1510CStrategy(1) Identify the dimensions of difference between the corporate culture and local ones; (2) Make sure every cultural group has a voice; (3) Protect the most creative units, letting communication and job descriptions remain more ambiguous; (4) Train everyone in key norms; and (5) Ensure diversity in every location. Getting culture right should never be an afterthought. Companies that don't plan for how individual employees and the organization as...Starting at €8.20