In December 1912, a group of managers with different backgrounds, but with a common interest in systemizing the discipline dealing with the ‘handling of employees’ formed the Employment Managers’ Association in Boston. Their aims included “to discuss problems of employes (sic); their training and their efficiency”, and “to compare experiences which shall throw light on the failures and successes in conducting the employment department (Bloomfield, 1916; p.77). Within the next decade, similar associations had formed in most large cities in the US, and the profession of employment management – a precursor of modern day HRM – was born.
Submitted by the SIOP Electronic Communications Committee
Mike Figliuolo at thoughtLEADERS, LLC recently published his list of the 10 reasons teams hate their leaders:
"10 Reasons Your Team Hates You:
10. You don't prioritize. Everything is important. When you do this, you remove your team's ability to say no to less important work and focus their efforts on critical tasks. The fix: write down all the tasks you have folks working on and FORCE yourself to assign a H, M, or L to each task (and treat it as such). Thou shalt only have 33% of all tasks in each of those three categories - you can't assign everything a "High" importance.
According to conventional wisdom, leadership is about influencing individuals to contribute to group goals. Although the preferred way for leaders to influence followers has changed with the times—command and control leadership during the predictable days of industry, a more engaging person-oriented approach for the softer and less certain knowledge economy—the core assumption remains that leaders contribute to the bottom line by cajoling, inspiring, and motivating followers.
The problem is that this view cannot explain the Apple paradox.
The news stories in this column have been gathered through the use of a Google News Feed. They are neither filtered nor endorsed by SIOP but aggregated automatically using specific search terms.
