Bertrand Duperrin's Library tagged → View Popular, Search in Google
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The four topics addressed in the video are:
* People should be paid for their contributions to for-profit ventures
* It is exploitation to pay people very low amounts
* Businesses should support their countries and communities by employing locally
* Professionals should not do unpaid work"
"" Vous connaissez le trio infernal qui conduit les entreprises dans le mur, et en font perdre le contrôle ?"..." Ce sont les process, les indicateurs de performance ( les fameux KPI's), et les reportings"."
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les entreprises ont perdu le contrôle d'elles-mêmes, surtout celles qu'on appelle les grandes entreprises, les multinationales. Elles ont souvent détruit la confiance qui a assuré le succés initial de la plupart d'entre elles
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Dès lors qu'elles souhaitent substituer à l'initiative, à la bonne volonté ou au sérieux de leurs salariés des processus et des contrôles renforcés, elles font passer un message clair de défiance et tout le monde le comprend ainsi".
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"The tech world is just getting started with its own full launch - a love affair complete with predictions, trends, and already a roster of tools and services."
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People are spending more time in social networks - and getting stuff done there, too. Which means that many of the activities that used to happen in mall stores, while on the phone with friends possibly, or through just solitary search, are now happening as a social experience.
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"2011 devrait voir se multiplier les systèmes de notation des utilisateurs et de leurs contributions sur les réseaux sociaux. Une évolution qui pose des problèmes, notamment éthiques, en entreprise"
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devrait aussi voir se développer différents systèmes. Ceux permettant d'interfacer les applications aux applications métiers. Mais également les systèmes de « badges » ou de « scores », qui visent à noter l'utilisateur en fonction de la quantité et de la qualité de ses contributions. Même si pour ce genre d’exercice, les critères restent « opaques », d'après le cabinet
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inspirés de ceux qui sont intégrés à des outils de géolocalisation grand public comme Foursquare - « posent de nouvelles questions éthiques en entreprise » et « devront être discutés avec les partenaires sociaux », relève Arnaud Rayrole. En effet, « certains risquent de penser qu'il y a un lien entre leur badge [notation] sur le réseau social et leur évaluation professionnelle », signale-t-il...
"The Pew report states that a majority of Millennials "say that the older generation is superior to the younger generation when it comes to moral values and work ethic." The phone survey conducted for the report found that Millennials are the only generation to not list work ethic as a Top 5 claim to generational distinctiveness in an open-ended question.
Believing that work ethic isn't amongst the Top 5 unique characteristics for one's generation is very different from actually admitting to having poor work ethic, a point lost on many commentators. This and the Millennials' response that other generations have a greater work ethic are in fact self-assessments rather than a qualitative behavioral analysis using some objective tool or metric.
The Millennials' educational accomplishments alone, as noted in the same report, would belie any assumption that we don't work hard or value the process and outcome of said work. "
Management practice could be enhanced--and the odds of another systematic business failure could be reduced--if it were taught and treated as a true professional discipline, like medicine or law. As other professions, management can be seen as the diligent application of specialized knowledge for the resolution of complex problems of great social consequence--namely, the organization of people and resources for the production of goods and services that bring about societal prosperity. The idea is not new--it may be as old as business schools--but it has so far fallen by the wayside.
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Whatever its final form, a professional code for managers must recognize the multiple forms of value created by an enterprise: not only financial returns to investors, but also professional development for employees, value for clients and suppliers, new technologies, efficient use of limited natural resources, etc
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It must recognize the inherent obligation of managers to balance the interests of various constituencies in ways that create value simultaneously rather than exclusively.
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To obtain the traditional “measurable hard results a business must insure social solutions that address the “soft issues” which produces the real results.
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