An Ancient Approach to Managing Intellectual Capital: “Know Thyself”

Seeking diversity, employers drop college degree requirements for more jobs. (April, 2021)

In Praise of Laziness   …   Businesspeople would be better off if they did less and thought more.  …In “Do Nothing”, one of the few business books to grapple with the problem of over-management, Keith Murnighan of the Kellogg School of Management argues that the best managers focus their attention on establishing the right rules—recruiting the right people and establishing the right incentives—and then get out of the way. He quotes a story about Eastman Kodak in its glory days. A corporate reorganisation left a small division out in the cold—without a leader or a reporting line to headquarters. The head office only rediscovered the division when it received a note from a customer congratulating the unit on its work.

How to Intervene When a Manager Is Gaslighting Their Employees

How to Spot a Bully

Attract & Retain 

Bad Boss  

Blue Seal Program 

Bullying in the Workplace 

Canadian Centre for Policy Alternatives 

Collections Canada Subject Index 

Commonwealth Scientific and Industrial Research Organization

Conference Listings

Cultures and Organizations – Software of the Mind 3rd_edition (G.Hofstede_G.J.Hofstede_M.Minkov 2010)

Fallibility and Risk (Long, 2018)

Frasers Industrial Directory 

Gold Seal Certification 

Green Jobs

HR Tests 

Implicit Association Test   

Index of Cults and Religions 

InfoMine (Mining Intelligence and Technology) 

Inside Knowledge

International Development Research Centre 

Josephson Institute of Ethics 

Knowledge Management for Development (KM4DEV) 

Knowledge Management Guide 

Knowledge Management Strategies

Management Innovation Exchange   

Mentoring Canada   

Occupational Competency Requirements Index   

Open Architecture Network 

Penn’s head of counseling and psychological services dies by suicide at Center City building

Peter Drucker Society of Austria

Project Management Institute  

Recycle Saskatchewan 

Risk Management (Det Norske Veritas)

Scientific Electronic Library Online (SciELO, Brazil)    

Signs and Pictograms     

Spirituality and the Workplace  

Strategic Planning Toolkit

The Toxic Workplace 

Trace International 

Without Conscience 

Creating Shared Value, by Michael E. Porter and Mark R. Kramer

Academy of Management 

 Transition Town Movement 

Why a Healthy Process Culture Is Key in Times of Change

World Future Council


The view from the top, and bottom   Bosses think their firms are caring. Their minions disagree.   Sep 24th 2011 | NEW YORK |  The Economist

AS WALMART grew into the world’s largest retailer, its staff were subjected to a long list of dos and don’ts covering every aspect of their work. Now the firm has decided that its rules-based culture is too inflexible to cope with the challenges of globalisation and technological change, and is trying to instil a “values-based” culture, in which employees can be trusted to do the right thing because they know what the firm stands for.

“Values” is the latest hot topic in management thinking. PepsiCo has started preaching a creed of “performance with purpose”. Chevron, an oil firm, brands itself as a purveyor of “human energy”, though presumably it does not really want you to travel by rickshaw. Nearly every big firm claims to be building a more caring and ethical culture.

A new study suggests there is less to this than it says on the label. Commissioned by Dov Seidman, boss of LRN, a firm that advises on corporate culture, and author of “How”, a book arguing that the way firms do business matters as much as what they do, and conducted by the Boston Research Group, the “National Governance, Culture and Leadership Assessment” is based on a survey of thousands of American employees, from every rung of the corporate ladder.

It found that 43% of those surveyed described their company’s culture as based on command-and-control, top-down management or leadership by coercion—what Mr Seidman calls “blind obedience”. The largest category, 54%, saw their employer’s culture as top-down, but with skilled leadership, lots of rules and a mix of carrots and sticks, which Mr Seidman calls “informed acquiescence”. Only 3% fell into the category of “self-governance”, in which everyone is guided by a “set of core principles and values that inspire everyone to align around a company’s mission”.

The study found evidence that such differences matter. Nearly half of those in blind-obedience companies said they had observed unethical behaviour in the previous year, compared with around a quarter in the other sorts of firm. Yet only a quarter of those in the blind-obedience firms said they were likely to blow the whistle, compared with over 90% in self-governing firms. Lack of trust may inhibit innovation, too. More than 90% of employees in self-governing firms, and two-thirds in the informed-acquiescence category, agreed that “good ideas are readily adopted by my company”. At blind-obedience firms, fewer than one in five did.

Tragicomically, the study found that bosses often believe their own guff, even if their underlings do not. Bosses are eight times more likely than the average to believe that their organisation is self-governing. (The cheery folk in human resources are also much more optimistic than other employees.) Some 27% of bosses believe their employees are inspired by their firm. Alas, only 4% of employees agree. Likewise, 41% of bosses say their firm rewards performance based on values rather than merely on financial results. Only 14% of employees swallow this.

Who Gets Promoted, Who Doesn’t, and Why      by Donald Asher.  10 Speed Press, 2007. Irreplaceable people are the long-tenured accounts-payable clerk who refuses to train anyone in his function; the trust officer at a bank who just “knows” all the accounts and their arcane rules; the foreign sales rep who refuses to introduce any junior people to his accounts; the project engineer who withholds key information from his teams and thus will always be a project engineer; the legal secretary whose boss cannot get along without her.   None of these people can be promoted.

To be a fast-track person you need to make yourself easily replaceable.   To accomplish this you will need to:

·         Document your job.
·         Train and develop your subordinates.
·         Cross-train your lateral colleagues to cover your position.
·         Pick a lieutenant and be sure she is ready to step into your shoes.

Why Work Sucks And How To Fix It      Author:   Calli Ressler   Publisher:   Portfolio   (June 3, 2008)     ISBN – 10:1591842034     ISBN – 13:9781591842033

The End Of Office Politics As Usual     (A Complete Strategy for Creating a More Productive and Profitable Organization)    Author:   Lawrence B. Macgregor Serven     Publisher:    AMACOM   (October 29, 2001)     ISBN-10: 0814406645    ISBN-13: 978-0814406649

Toxic Workplace!    (Managing Toxic Personalities and Their Systems of Power)     Authors:   Mitchell Kusy & Elizabeth Holloway  Publisher:   John Wiley & Sons   (March 27, 2009)     ISBN – 10:0470424842    ISBN – 13:9780470424841

The No Asshole Rule   (Building a Civilized Workplace and Surviving One That Isn’t)     Author:   Robert I. Sutton    Publisher:     Business Plus   (February 22, 2007)    ISBN-10: 0446526568     ISBN-13: 978-0446526562