IESE (España)
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Think You Have Power? Check Your Perceptions
Brion, SebastienArticle ART-2453-EDecision Analysis, Leadership and People ManagementThough talk of power makes some people uncomfortable, there's no doubt that it is vitally important in organizational contexts to influence others, perform your job and attain goals. Drawing upon extensive research from the field of organizational behavior and psychology, the author identifies six steps to gain power -- meaning control over some valued resource upon which others depend -- and then use that power for good, or for "pro-social ends....Starting at €8.20
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Top Team Behavior for Winning Results
Raes, AnneloesArticle ART-2499-ELeadership and People Management, StrategyIt's lonely at the top, or so the saying goes. But this need not be the case. Indeed, those top management teams who manage to overcome their isolation and model high levels of "teamness" create positive ripple effects throughout the organization, boosting productive energy and job satisfaction, and lowering turnover intentions. What's more, middle managers and other employees reporting to them tend to integrate and align their own goals with oth...Starting at €8.20
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Cómo la IA cambiará (o no) tu modo de dirigir
Canals, Jordi; Cassiman, Bruno; Elvira, Marta; Sieber, Sandra; Raes, AnneloesArticle ART-3203Information Technologies, Leadership and People Management, StrategyAl expandir los límites de lo que las máquinas son capaces de hacer, la inteligencia artificial (IA) plantea nuevos retos a los directivos, desde entender esta tecnología en constante evolución hasta darle un uso práctico o resolver los dilemas éticos asociados a sus crecientes cualidades humanas. Para muchos, se trata de un mundo completamente nuevo. ¿Cómo deben prepararse los directivos para afrontarlo?Starting at €8.20
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How AI Will - and Won't - Change the Way You Manage
Canals, Jordi; Cassiman, Bruno; Elvira, Marta; Sieber, Sandra; Raes, AnneloesArticle ART-3203-EInformation Technologies, Leadership and People Management, StrategyDigitalization, big data, machine learning, robotics and artificial intelligence are reshaping industries, making once strong business models obsolete, growing new enterprises with different capabilities and skill sets, disrupting companies and communities, and ushering in social change. What are the key issues for leadership, governance and management? What new competencies are needed? How should executives respond? In this article, IESE profess...Starting at €8.20
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Raju Ketkale (A): Leading Toyota's Manufacturing Turnaround in India
Bharadwaj, Priyanka; Raes, AnneloesCase DPO-369-ELeadership and People ManagementIn early 2013, only two years after building its second plant for the production of the Etios model, Toyota Kirloskar Motor (TKM) - the Indian subsidiary of Toyota Motor Corporation, Japan (TMC) - was struggling to make profits. Within the first year of the plant setup, TKM undertook an ?8 billion (Indian rupee) expansion project to double its production capacity to 210,000 cars/year. Soon after this expansion, the demand for the Etios drasticall...Starting at €8.20
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Raju Ketkale (B): Leading Toyota's Manufacturing Turnaround in India
Bharadwaj, Priyanka; Raes, AnneloesCase DPO-370-ELeadership and People ManagementIn early 2013, only two years after building its second plant for the production of the Etios model, Toyota Kirloskar Motor (TKM) - the Indian subsidiary of Toyota Motor Corporation, Japan (TMC) - was struggling to make profits. Within the first year of the plant setup, TKM undertook an ?8 billion (Indian rupee) expansion project to double its production capacity to 210,000 cars/year. Soon after this expansion, the demand for the Etios drasticall...Starting at €5.74
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Power and Influence in the Virtual Business World
Altaras, Jordan; Brion, SebastienTechnical Note DPON-350-ELeadership and People ManagementThis technical note provides novel ideas and best practices for developing power in the virtual business world. Building upon the framework of the Power and Influence course, we provide insights for fostering virtual power by way of three lenses: personal, positional and relational. We will highlight learnings provided by both IESE alumni and current research on these three sources of power.Starting at €8.20
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Positional Power: Diagnosing and Developing Positional Power
Brion, Sebastien; Salcedo, KatrinaTechnical Note DPON-357-ELeadership and People Management, StrategyPower, broadly defined as the ability to get things done, rests on three fundamental pillars: personal, relational, and positional power. Building all three sources of power is critical to achieving your objectives. This technical note focuses on positional power, which we define as the control over resources. Resources, in turn, are anything that you control within the organization that satisfy peoples' needs, including formal elements such as t...Starting at €8.20
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Cómo funciona la mente del directivo
de Santiago, Rafael; Iyengar, Sheena; Brion, SebastienDossier DOS-19Decision Analysis, Leadership and People Management, MarketingCada día nos vemos obligados a tomar múltiples decisiones. Conocer los mecanismos de nuestra mente nos ayudará a dar en el blanco.Starting at €15.00
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The African Safari: Managing a Team in Crisis (A)
Mayank Dayal; Raes, AnneloesCase DPO-763-ELeadership and People ManagementProject leader Nimesh Kumar is facing a tough decision after his expat software development team is robbed from all their equipment. Should he abandon the project and return home to avoid the ongoing security threat, or stay in Kenya to finish the project and help their client and Kenya´s agricultural sector? Team members are divided into two groups, one group comprised of experienced team members aged in their late 30s and 40s who want to return...Starting at €8.20