If We Really Understood Work, Compensation Would Be a No Brainer
By Michelle Malay Carter on February 4, 2008
Excavating A 50-Year Old Groundbreaking Compensation Study A major compensation study was conducted at Honeywell in the 1960’s.? The results of that study, which was the PhD dissertation of Roy Richardson, were published in the book, Fair Pay and Work.? Click here for a book review excerpt?with summary results?displayed along with corroborative study information. The […]
Filed Under Executive Leadership, Felt Fair Compensation, Organization Design, Requisite Organization, Strategy, Talent Management, Work Levels | 3 Comments
Declaring a Major at 18 When We Don’t Know Who We Are Until We’re 30
By Michelle Malay Carter on January 30, 2008
I think most people reach about 30 years of age before they really know who they are and how that might translate into a job, and for some it happens later than that.? Some of this likely stems from our current education and work paradigms. My 15 year old neighbor is already being pressured as […]
Filed Under Organization Design, Personal Observation, Strategy, Talent Management | 7 Comments
Circumventing the Four-Year University Machine
By Michelle Malay Carter on January 29, 2008
I’m not a futurist, but my last post about Management Megatrends got?me thinking about other potential “machines” that may become either irrelevant or reinvented in my lifetime.?? So this post is mostly musing and is more about questions than answers.? I’d love to get your perspective as I go out on a limb and poke […]
Filed Under Corporate Values, Organization Design, Personal Observation, Strategy, Talent Management | 5 Comments
Circumventing the Machine – Wake Up! The World is Changing
By Michelle Malay Carter on January 27, 2008
I watched a video presentation by two futurists called Media Megatrends.? In it, Glen Hiemstra mentions that his assistant, a member of the?younger?”digital native” generation, remarked that once her phone/mobile device?had projection capability, she would no longer need a computer.? With projection, she could watch video on any wall, and she could type on any […]
Filed Under Accountability, Corporate Values, Employee Engagement, Executive Leadership, Managerial Leadership, Organization Design, Requisite Organization, Strategy, Talent Management | 1 Comment
Organizational Silos? No One to Blame but the CEO
By Michelle Malay Carter on January 23, 2008
In my last post, I said that the manager owns the output of his team, as it is his accountability to integrate the work of the team. Therefore, when organizational silos exist between the functions, the person who owns all the functions, usually the CEO,?is not doing his job to integrate the work of the […]
Filed Under Accountability, Executive Leadership, Managerial Leadership, Organization Design, Requisite Organization, Strategy | 9 Comments
Changing the Conversation about Work – A Friday Funny
By Michelle Malay Carter on January 17, 2008
Have you heard – I’m OK.? You’re OK.? Let’s fix the system?? If you hadn’t noticed, I’m determined to change the focus of the conversations?being had about talent management, organization design, and leadership.? Why?? Because I imagine what work could be, and I want that for people.? AT&T does a great job of capturing “what […]
Filed Under Accountability, Corporate Values, Employee Engagement, Executive Leadership, High Potential, Managerial Leadership, Organization Design, Requisite Organization, Strategy, Succession Planning, Talent Management | Comments Off on Changing the Conversation about Work – A Friday Funny
Science Doesn’t Lie, But Liars Can Use Science (and Idiots too)
By Michelle Malay Carter on January 16, 2008
The Invisible Killer – Dihydrogen Monoxide Dihydrogen monoxide is colorless, odorless, tasteless, and kills uncounted thousands of people every year. Most of these deaths are caused by accidental inhalation of DHMO, but the dangers of dihydrogen monoxide do not end there.? Prolonged exposure to its solid form causes severe tissue damage.? Symptoms of DHMO ingestion […]
Filed Under Accountability, Employee Engagement, Executive Leadership, Organization Design, Personal Observation, Requisite Organization, Strategy, Talent Management | 2 Comments
Who is Accountable for Hiring Mistakes? Who Owns the Selection System?
By Michelle Malay Carter on January 14, 2008
Organizations have a habit of mismatching. Research shows that: 35% of employees are mismatched to their jobs, i.e. have problem solving capability over or under their job, leaving them bored or incapable. 39% are mismatched to their managers, i.e. their manager does not have problem solving capability exactly one level above the employee, leaving the […]
Filed Under Accountability, Employee Engagement, Executive Leadership, Managerial Leadership, Organization Design, Requisite Organization, Talent Management | 2 Comments
Are Your Employees Fully Present at Work? Coping with Convoluted Systems
By Michelle Malay Carter on January 8, 2008
Much energy within organizations is channeled into coping and compensating for poor systems.? Instead of fixing the toaster, we set up entire departments of burned toast scrapers. Organizations could release a mother-lode of energy if the re-engineered and integrated their people systems, their organizational structure, and their managerial leadership frameworks to enable productive work. Then, […]
Filed Under Employee Engagement, Executive Leadership, Organization Design, Requisite Organization, Strategy | 4 Comments
Liar, Liar, Pants on Fire. We Don’t Really Want Management Science
By Michelle Malay Carter on January 5, 2008
I?read a post at Slow Leadership about the need for more management science and the love of the quick fix by managers.? The love of the quick fix is pervasive, not just with managers but with executives, Wall Street, and Boards as well.? A lack of science?is not a problem.? A large body of science […]
Filed Under Accountability, Corporate Values, Executive Leadership, Organization Design, Requisite Organization, Strategy, Talent Management | Comments Off on Liar, Liar, Pants on Fire. We Don’t Really Want Management Science
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