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Leading relationships : build meaningful connections, eliminate conflict, and radically improve engagement
Steve McClatchy, leadership mentor and entrepreneur, offers a clear path to improving workplace dynamics. This essential guide tackles the pervasive problems of workplace drama and ineffective relationship management, providing readers with practical tools to build trust, confidence, and respect among colleagues. Delving into his flagship Five Levels of Maturity framework, McClatchy outlines how to progress from basic interactions to deep, meaningful connections in both personal and professional contexts. The book equips leaders with strategies to handle common challenges such as accountability, conflict resolution, and feedback delivery. It also covers specific issues like managing public criticisms, direct disrespect, and workplace gossip, ensuring leaders can maintain a positive environment even in tough situations.
BOOK
BUSINESS ENVIRONMENT QUALITY INDEX IN THE SME SEGMENT
The aim of this paper was to define and quantify significant factors that shape the quality of the business environment in the SME segment and to create the business environment quality index. A part of this aim was a comparison of defined factors in the Czech Republic (CR) and the Slovak Republic (SR). In regards to the aim defined, a survey-based research was conducted with enterprises operating in the SME segment. 312 enterprises in CR and 329 enterprises in SR were approached during this research. To verify the defined scientific hypotheses, a custom Business Environment Quality Index was created that was quantified separately for CR and SR. The research results brought interesting findings. The aggregated Business Environment Quality Index in the Slovak Republic reached the value of 0.460, which was higher than that of the Czech Republic (0.418). Slovak entrepreneurs gave the economic factors a higher rating than Czech entrepreneurs. Similarly, Slovak entrepreneurs rated the importance of the Central Bank in establishing a stable business environment and the role of commercial banks in financing business needs more positively. The evaluation of political factors is relatively negative in both countries. Slovak entrepreneurs evaluated more positively the judicial system in the area of commercial law, the state’s influence on the business environment, and the administrative burden on enterprises. Czech entrepreneurs had a minor issue with the state bureaucracy’s impact on the business environment. The evaluation of technological factors is relatively negative in both countries, as the value of this index is slightly below 0.250. Slovak entrepreneurs better assessed the situation on the job market and the cooperation of the public sector with the business environment. On the contrary, Czech entrepreneurs gave the infrastructure level in the area of research and development a better rating. The evaluation of social factors is relatively positive in both countries. Entrepreneurs in the Slovak Republic perceive a more positive attitude of the society towards entrepreneurs and a more intense influence of the family on entrepreneurship, and positively evaluate media’s activities in regards to the business environment. The evaluation of the competitive environment is more positive in Slovakia. When evaluating the narrower competitive environment, it was discovered that Slovak entrepreneurs think that customers, suppliers, and employees play a positive role in their business.
Journal Article
Great Mondays : how to design a company culture employees love
\"Building a workplace culture that maximizes employee engagement, performance, and retention for long-term business success Workplace culture is critical, and evidence suggests that it's a top driver of fiscal performance. Since 1998, organizations on Fortune's \"Best Companies to Work For\" list have outperformed the S&P index two-to-one and garnered nearly three times the cumulative stock market return. Great Mondays identifies the six key components of workplace culture, illustrating their connection to one another and explaining how they drive an organization's ability to find, keep, and support the best employees. The author provides an actionable framework for increasing retention, supporting employee engagement, and driving exceptional business performance, regardless of industry or business size. Implement the 6 components for creating a powerful culture -- Purpose, Values, Behaviors, Recognition, Rituals, and Cues --and launch your company to the top of your industry\"-- Provided by publisher.
Book
Study of legislative and administrative obstacles to SMEs business in the Czech Republic and Slovakia
Research background: SMEs represent an integral part of the economy environment in a majority of the countries all over the world. They signify the most efficient, progressive, and important part of the advanced economies. The long-term effort of the EU countries, as well as other advanced economies is to create quality and stable conditions for their development in order to be able to respond to all the possible changes in the business environment that is being changed to more and more comprehensive in the recent time. Purpose of the article: The objective of the contribution is to examine administrative and legislative obstacles to SMEs business in the Czech Republic and Slovakia and the quantification of the differences in perceiving legislative and administrative obstacles to business by entrepreneurs in both countries. Methods: A questionnaire survey was conducted within SMEs in the Czech Republic and Slovakia in 2019. The research sample included 641 SMEs, 312 from the Czech Republic and 329 from Slovakia. We focused on 5 dimensions related to legislative and administrative obstacles to SMEs business within which selected statements were examined. Contingency tables were used to analyze the ratios of the examined variables. Findings & Value added: The differences detected in both countries in the respondents´ perception and assessment are evidence of the changes in the business environment of both countries, giving rise to the questions about the extent to which the legislative and administrative obstacles, as well as the obstacles related to law enforcement and bureaucracy are acceptable and by which groups of entrepreneurs. The results of the research provide valuable findings for the creators of regional and national policies, and represent a valuable basis for the creation of the concepts focused on the SMEs´ development in both countries. The results of the study also support the implementation of follow-up research in this area that will reveal other determinants affecting the development of SMEs. They also create a valuable platform for the construction of national and international benchmarking indicators in this area and the implementation of comparative analyses. This will also support the methodological area necessary for a creation of high-quality concepts and strategies.
Journal Article
A great place to work for all : better for business, better for people, better for the world
\"From Great Place to Work, which produces the popular FORTUNE 100 Best Companies to Work For ranking, comes a new definition of what it takes to make an organization great FOR ALL--for the business, for people and for the world. For 20 years Great Place to Work has published their gold-standard list of the 100 Best Companies to Work For. But their latest research shows that what was good enough to be a \"great\" workplace 10 or 20 years ago is not good enough now. Even at the best workplaces, leaders can--and must--do better. CEO Michael C. Bush and his team connect the dots to show how the emerging economy is about developing every ounce of human potential. Today's business climate is defined by speed, social technologies and people expecting \"values\" besides value. As a result, leaders have to create an outstanding culture for everyone, no matter who they are or what they do for the organization. They have to build a Great Place to Work For All. The authors share new research on how Great Places to Work For All outperform in the stock market and grow revenue 3x faster than less-inclusive rivals. Bush and his team tell surprising, inspiring stories about how closing gaps in the work experience between groups of employees pays off for everyone. They document the ways Great Places to Work For All benefit the individuals working there and contribute to a better global society. And they introduce a new leadership framework, showing the advantages of what the authors define as Level 5 \"For All\" leaders. In effect, the times demand executives who not only are business-savvy but also are devoted to fairness, have deep faith in people, and empower all individuals to reach their full human potential. This is a call to lead so that organizations bring out the best in everyone\"-- Provided by publisher.
Book
The influence of some factors of competitiveness on business risks
The impact of significant competition factors on the riskiness of business risk in the SMEs sector in the Czech Republic and Slovak Republic. The empirical research was constructed on the basis a questionnaire. The attitudes from 641 entrepreneurs from two countries were collected during the year 2018. The statistical hypotheses were evaluated using quantitative methods. The multiple linear regression models were used to evaluate the impact of the competitive environment and of the narrow business environment on the perception of the riskiness of business risk according to entrepreneurs. The conclusions ofthe research showed an interesting finding. The authors found that the competitive environment, as well as the narrower business environment, affects the perception of the riskiness of business risk. It has also been shown that my customers accept the prices of my products and services. This is the most important indicator of a competitive environment. The most important indicator of a narrower business environment is that my customers support me in doing business. The authors believe that the article has brought several interesting findings and new incentives for the further research and discussion regarding to the perception of enterprise risk not only in the selected countries this research.
Journal Article
Chief joy officer : how great leaders elevate human energy and eliminate fear
\"The founder of Menlo Innovations and author of the business culture cult classic Joy, Inc offers an inspirational guide to leaders seeking joy in the challenge of leading others. Rich Sheridan's Joy, Inc. told the story of how his tiny software company in Ann Arbor, Michigan achieved success and renown by embracing offbeat culture and human-centered values. In Chief Joy Officer, he turns his attention from culture to leadership, and draws on his experience running Menlo and consulting elsewhere to offer a wise, provocative guide on how anyone can build leadership capacity for joy within their own organization. Chief Joy Officer offers sage, hard-won advice to any manager or leader who yearns to make more of an impact on the lives of others, including: *Self-understanding is the cornerstone for every virtue of leadership: authenticity, trust, humility, and optimism. *Good leaders make more leaders: Learn to judge your performance not on whether people are doing what they're told, but whether they're developing independent leadership capacity. *Influencing up is just as important is influencing down: how to encourage different thinking in those above you in your organizations. Filled with colorful anecdotes from Sheridan's personal journey and wisdom from many leadership mentors, Chief Joy Officer offers an approachable, down-to-earth philosophy and practice that will help even the most disillusioned of middle managers bring a renewed sense of purpose to their work building others\"-- Provided by publisher.
Book
Building competitiveness in Africa's agriculture : a guide to value chain concepts and applications
Value chain–based approaches offer tremendous scope for market-based improvements in production, productivity, rural economy diversification, and household incomes, but are often covered by literature that is too conceptual or heavily focused on analysis. This has created a gap in the information available to planners, practitioners, and value chain participants. Furthermore, few references are available on how these approaches can be applied specifically to developing agriculture in Africa. 'Building Competitiveness in Africa's Agriculture: A Guide to Value Chain Concepts and Applications' describes practical implementation approaches and illustrates them with scores of real African agribusiness case studies. Using these examples, the 'Guide' presents a range of concepts, analytical tools, and methodologies centered on the value chain that can be used to design, implement, and evaluate agricultural and agribusiness development initiatives. It stresses principles of market focus, collaboration, information sharing, and innovation. The 'Guide' begins by examining core concepts and issues related to value chains. A brief literature review then focuses on five topics of particular relevance to African agricultural value chains. These topics address challenges faced by value chain participants and practitioners that resonate through the many cases described in the book. The core of the book presents methodological tools and approaches that blend important value chain concepts with the topics and with sound business principles. The tools and case studies have been selected for their usefulness in supporting market-driven, private-sector initiatives to improve value chains. The 'Guide' offers 13 implementation approaches, presented within the implementation cycle of a value chain program, followed by descriptions of actual cases. Roughly 60 percent of the examples are from Africa, while the rest come from Europe, Latin America, and Asia. The 'Guide' offers useful guidance to businesspeople, policy makers, representatives of farmer or trade organizations, and others who are engaged in agro-enterprise and agribusiness development. These readers will learn how to use value chain approaches in ways that can contribute to sound operational decisions, improved market linkage, and better results for enterprise and industry development.
eBook
The new workplace : employee alignment in remote-first, office-forward, and hybrid work organizations
The COVID pandemic forced most workers to shift from the work office to the home office. As we navigate this new normal, organizations must decide on their post-pandemic workplace strategy: office-forward, remote-first, or hybrid. Meanwhile, employees have also developed their preference, whether working from home, the office, or a combination of both. This book helps leaders to align their workplace strategy with employee preferences. It helps them to understand the different types of employees they have and how to engage employees whose work preferences may or may not align with that of the organization. Through in-depth interviews with both employees and executives, the authors identify nine distinct employee personas and present findings about the personas' demographics, specific behaviours, attitudes, preferences, and motivations.
BOOK
The impact of the public sector on the quality of the business environment in the SME segment
Small and medium-sized enterprises (SMEs) are an essential part of every country's economic system. The quality of the business environment plays an important role in this regard. The aim of the paper was to define and quantify important public sector factors influencing the quality of the business environment in the SME segment and to compare the intensity of the defined factors between the Czech Republic (CR) and the Slovak Republic (SR). In regards to the defined aim, a survey-based research was conducted with enterprises operating in the SME segment. 312 enterprises in CR and 329 enterprises in SR were approached during this research. The scientific hypotheses were verified using the methods of Pearson statistics. The evaluation of political factors is quite negative in both countries. Only 15% of Czech and 20% of Slovak entrepreneurs positively evaluated the level of legislation in business. Both Czech and Slovak entrepreneurs see state 's support of export quite positively. Only 12% of Czech and 22% of Slovak entrepreneurs positively evaluated the administrative burden on enterprises. Entrepreneurs in both countries claim that the state is unable to provide qualified workforce for businesses. Most significant differences between the two countries were found in the evaluation of state bureaucracy which the Slovak entrepreneurs evaluated more positively than their Czech counterparts. The results of the research show the need to deal with urgent issues, or create a better system of public factors influencing the business environment.
Journal Article