Matokeo ya Utafutaji

When it comes to evaluating a firm, leadership matters. We know that financial outcomes can predict about 50 percent of a firm's market value. Intangibles like strategy, brand, talent, R&D, innovation, risk, and so on account for the rest. But leadership underlies them all. And despite how important... More

Mention "human resources" and most line and operating managers groan. Simply put, HR has a reputation for inefficiency and incompetence. But a new and transforming era for HR has arrived, asserts Dave Ulrich, a professor at University of Michigan's school of business. The challenges of today's compe... More

This chapter lays out an agenda for competitiveness by suggesting that HR holds the keys to success in overcoming eight major challenges facing executives. Fundamentally, the new competitive reality will require new ways of thinking about HR practices, functions, and professionals.... More

For HR professionals to add value to their increasingly complex businesses, they must perform increasingly complex, and, at times, even paradoxical roles. This chapter lays out a framework to help facilitate the definition of HR roles and activities.... More

HR professionals acting as business partners play many roles, one of which is strategic partner, charged with turning strategy into action. When HR professionals work as strategic partners, they work with line managers to institute and manage a process that creates an organization to meet business r... More

In recent years, line managers and HR professionals have had to discover more efficient ways to get work done. As HR professionals reengineer their delivery of services, they become administrative experts creating efficient infrastructures, both for HR processes and for their businesses as a whole.... More

This chapter reviews the role of HR as employee champion and discusses specific ways that managers and HR professionals can increase employee commitment and competence, despite post-reengineering trauma and burned-out employees, and keep employees committed in an era of increasing competitiveness.... More

This chapter reviews the role of HR as a change agent and describes how to build capacity for change.... More

If HR professionals are to become business partners, they must champion HR principles within their department. Applying diagnostic tools to the HR function, this chapter shows how to develop strategic HR, create HR strategies, and establish an HR organization.... More

Human resource issues are a key area for corporations seeking to create value and deliver results. This chapter highlights the importance of continued examination of HR theory, tools, capabilities, leadership, and values.... More

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Full of practical advice for HR and other business professionals, The Social Organization is a clear guide to addressing the urgent need for companies to shift their focus from developing individuals to enabling networks and relationships between employees. Case studies from leading companies such a... More

The Singapore Ministry of Manpower convened a Third Executive Roundtable in 2010 to examine the various challenges confronting leadership renewal in the Asian business context, especially in the aftermath of the global financial meltdown and economic downturn of 2009. The intensive session, spread t... More

Everyone agrees that leadership matters. But what makes an effective leader? The answer to this simple question is elusive, but according to Ulrich, Smallwood, and Sweetman, there is actually a leadership code comprised of five rules. If you want to be a better leader or build more effective leaders... More

Strategy is being clear about where you want to go. The language may differ--mission, vision, goals, strategies, objectives, and outcomes--but any leader's intention is to create a future that is even more attractive than the present by occupying a strategic position that no one else can touch. Shap... More

Execution is the ability to turn what we know into what we do. As a leader, your ability to execute will enable you to turn strategic aspirations into actions, desires into results, and desired futures into present reality. Leaders who execute connect the present to the future, focus on linking the ... More

Leadership can never occur in isolation from followers. Leaders must be talent managers. Talent managers know how to identify, build, and engage talent to get results now. Talent managers identify what skills are required, draw talent to their organizations, develop people, engage them, and ensure t... More

Today's talent matters, but tomorrow's talent matters just as much. Leaders who invest in tomorrow's talent build for the future, create sustainability, and ensure a legacy. Human capital should be enhanced just as financial, information, and relationship capital are. To build the next generation, y... More

Personal proficiency is the ultimate rule of leadership, and it starts with knowing yourself. If you are not grounded through your values and beliefs, credible through your judgment, emotionally mature through your ability to analyze yourself and connect with others, and willing to learn and grow as... More

According to Dave Ulrich, Norm Smallwood, and Kate Sweetman, there are five rules of effective leadership that comprise a leadership code. However, in order to be useful, rules not only have to be defined, but be used and lead to action. In this chapter, the authors explore ideas about how to use al... More

People often associate effective leadership with certain leadership attributes, but leadership capability must be put to appropriate, purposeful use. This chapter describes the perils of developing leadership attributes only, without connecting these attributes to results.... More

Ultimately, the results-based leader succeeds because the next generation of leaders exceeds the results of the current generation. This chapter provides leaders with a road map for building a deep leadership bench and suggests innovative ways to invest development dollars most effectively to upgrad... More

This chapter addresses how any person currently in a leadership position can modify his or her leadership behavior to better focus on results and take charge of his or her own leadership development to become a more effective results-based leader.... More

Results-based leaders must demonstrate an ability to make decisions and act in ways that build investor confidence. This chapter offers suggestions to leaders in publicly traded firms for increasing shareholder value.... More