The Amazing Talent Management Solution Calculator – A Friday Funny
By Michelle Malay Carter on February 5, 2009
Finally,?we can do talent management strictly by the numbers.??Just imagine, solutions based upon an amazing,?recently discovered,?ancient Chinese algorithm. Sweet Success Organizations the world over are finding their way back to health, prosperity, and employee engagement after choosing the solution suggested via the algorithm. Instructions: -Choose your most pressing problem from the list below: Our engagement […]
Filed Under Accountability, Employee Engagement, Managerial Leadership, Organization Design, Requisite Organization, Talent Management, Work Levels | Comments Off on The Amazing Talent Management Solution Calculator – A Friday Funny
Who Is To Blame for Low Employee Engagement? Executive Leadership
By Michelle Malay Carter on February 3, 2009
If a wooden bridge collapsed under the weight of a truck, you wouldn’t blame the wood.? You wouldn’t blame the truck.? You would blame the engineer. Organizational Engineering – An Executive Leadership Level Accountability Who is engineering our organizations these days, and upon what scientific principles are they basing their designs?? We have yet to […]
Filed Under Accountability, Employee Engagement, Executive Leadership, Organization Design, Requisite Organization, Talent Management | 1 Comment
Faulty Organization Design or Worse Yet, Design by Default – A Friday Funny
By Michelle Malay Carter on January 30, 2009
I worked with an engineering firm this week doing job analysis and talent assessment work.? Whenever this firm hires degreed engineers, some straight from college, some with experience, they still put them through two years of internal training to learn their specific industry before they can work independently within the organization. A Field in Need […]
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Face to the Customer Organization Design – A Critical Decision. Farewell to Circuit City
By Michelle Malay Carter on January 25, 2009
A Solid Relationship Two decades ago when I graduated from college and moved 10 hours from home with nothing more than what would fit in my car, Circuit City and I built a relationship.? As my paycheck would allow, I would visit my favorite salesperson, Darren, and add electronic items to my entertainment center.? I […]
Filed Under Accountability, Executive Leadership, Felt Fair Compensation, Organization Design, Requisite Organization, Strategy, Talent Management, Work Levels | 4 Comments
The World May Be Flat, But Organizations Shouldn’t Be
By Michelle Malay Carter on January 21, 2009
In my last post, I said all work levels have something to contribute to the organization.? When organizations intentionally structure themselves?to be flat, they tend to leave out work level 3.? When de-layering was en vogue, sometimes organizations cut too much, and level 3 was often the layer cut that should not have been. What […]
Filed Under Organization Design, Requisite Organization, Strategy, Talent Management, Work Levels | 2 Comments
Does Work Level Elitism Cost Lives? Covering All the Bases
By Michelle Malay Carter on January 16, 2009
In a study published in the New England Journal of Medicine found that when a procedural checklist was used in surgical operating rooms, death rates dropped by one half and serious complications fell by 36%. More Complex, Not More Important Using a requisite work levels framework, following procedures is the essence of the work at […]
Filed Under Accountability, Organization Design, Requisite Organization, Talent Management, Work Levels | 2 Comments
How Does Requisite Organization Integrate with Your Model?
By Michelle Malay Carter on January 11, 2009
I taught a public course, Introduction to Requisite Organization, last week.? Each time I teach this course, people ask me – How does this apply to X? (insert your favorite model)? My standard answer is:? Requisite Organization will inform your model.? How Can I Make This Bold Assertion? Because the two theory pieces which form […]
Filed Under Organization Design, Requisite Organization, Talent Management, Work Levels | 3 Comments
To Engage or Not to Engage? – A Work Level 1 and 2 Distinction
By Michelle Malay Carter on January 7, 2009
Happy New Year! Let’s start off with a concrete example of work levels and how understanding them can?help you as a manager?with employee engagement.? As we begin to work with clients, it takes a while for managers to fully grasp the distinctions between work levels, like a radiologist learning to distinguish the shades of gray.? […]
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Who Gets a Seat at the Table? What are You Trying to Do?
By Michelle Malay Carter on December 15, 2008
I mentioned Warren Kinston in a previous post.? He is a high level thinker in the areas of values, hierarchies, and organizational structure. I usually have to read his work more than once, and I walk away with some kernels of insight.? Not because there are only a few kernels to be had, but because […]
Filed Under Accountability, Executive Leadership, Managerial Leadership, Organization Design, Requisite Organization, Work Levels | 1 Comment
CEO Leadership – Key Points to Understand
By Michelle Malay Carter on November 23, 2008
Elliott Jaques wrote Social Power and the CEO: Leadership and Trust in a Sustainable Free Enterprise System?in 2002.? It’s worth reading.? If you don’t care to read the whole book, an excellent summary was published by Business Book Review. A reprint of the review was published in Organization Design, Levels of Work & Human Capability […]
Filed Under Accountability, Corporate Values, Executive Leadership, Managerial Leadership, Organization Design, Requisite Organization, Work Levels | 2 Comments
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