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A guide for women on how to dismantle cultural programming at work that promotes tearing one another down and how to raise each other up instead.Joy Wiggins and Kami Anderson advocate that the only way women can successfully support each other is by addressing the varying intersections of our individual power and privileges, particularly focusing.

Build high-performing teams with an evidence-based framework that delivers results Committed is a practical handbook for building great teams. Based on research from Wharton's Executive Development Program (EDP), this concise guide identifies the common challenges that arise when people work together as a group and provides key guidance on breaking through the barriers to peak performance. Committed draws its insights from the EDP's living lab: an intensive two-week simulation during which executive-level participants run complex global businesses. The authors have observed over 100 teams collaborating and competing for over 100 combined years in this intense environment. It has yielded fundamental insights about teamwork: what usually goes wrong, what frequently goes right, and the methods and techniques that will help you access your team's full potential. These insights have been distilled into a simple, repeatable process that you can start applying today. Getting teams engaged and aligned is hard. Committed will give you the tools you need to deal with all of the familiar teamwork challenges that get in the way: organizational politics, delegation, coordination, and aligning skills and motivation. Using vivid stories and examples from the worlds of business, sports, and non-profits, it will teach you how to: * Understand the dynamics of successful teams * Achieve peak performance using a research-backed methodology * Gain expert insight into why most teams underperform * Learn the critical points common to all great teams Committed gives you the perspective you need to combine the right people with the right way of collaborating to achieve extraordinary results.

\"A must read for anyone in the business of leading others.\" Ken May, CEO of Top Golf; former CEO of Fedex \"If you want your team to stay focused, you will want to read Can I Have Your Attention?\" Chester Elton, New York Times Best-Selling author of All In, The Carrot Principle and What Motivates Me Inspire better work habits. Focus your team. Get stuff done in the constantly connected workplace. As our workloads expand, attention has never been more valuable. Or more difficult to keep. In Can I Have your Attention?, Curt Steinhorst shows business leaders how to cut through the noise and get their employees back to work. Curt has spent years helping Fortune 500 companies overcome distraction and achieve focus. With technology creating endless opportunites to \"improve productivity\", people spend so much time responding to the interruptions that they've lost the ability to focus and do their jobs. Yet, the potential for harnessing the power of your team's attention has never been greater--if you can capture it. You'll learn how to: * Implement a comprehensive organizational strategy to increase focus and overcome digital distraction. * Take back control of the technology in your organization and life. * Establish a Communication Compact, defining how, when, and why your team will communicate with each other. * Create a \"vault\" to increase productivity, decrease stress, and boost your creativity. * Free yourself and your employees from the never-ending flood of emails and messages. * Achieve unmatched focus in the age of distraction. The smartphone isn't going away. Learn the simple rules and guidelines that will improve focus and create the mental space needed for your people to work to their full potential.

Equal opportunity in the workplace is thought to be the direct legacy of the civil rights and feminist movements and the landmark Civil Rights Act of 1964. Yet, as Frank Dobbin demonstrates, corporate personnel experts--not Congress or the courts--were the ones who determined what equal opportunity meant in practice, designing changes in how employers hire, promote, and fire workers, and ultimately defining what discrimination is, and is not, in the American imagination. Dobbin shows how Congress and the courts merely endorsed programs devised by corporate personnel. He traces how the first measures were adopted by military contractors worried that the Kennedy administration would cancel their contracts if they didn't take \"affirmative action\" to end discrimination. These measures built on existing personnel programs, many designed to prevent bias against unionists. Dobbin follows the changes in the law as personnel experts invented one wave after another of equal opportunity programs. He examines how corporate personnel formalized hiring and promotion practices in the 1970s to eradicate bias by managers; how in the 1980s they answered Ronald Reagan's threat to end affirmative action by recasting their efforts as diversity-management programs; and how the growing presence of women in the newly named human resources profession has contributed to a focus on sexual harassment and work/life issues. Inventing Equal Opportunityreveals how the personnel profession devised--and ultimately transformed--our understanding of discrimination.

An international group of experts convened to provide guidance for employers to promote the avoidance of prolonged periods of sedentary work. The set of recommendations was developed from the totality of the current evidence, including long-term epidemiological studies and interventional studies of getting workers to stand and/or move more frequently. The evidence was ranked in quality using the four levels of the American College of Sports Medicine. The derived guidance is as follows: for those occupations which are predominantly desk based, workers should aim to initially progress towards accumulating 2 h/day of standing and light activity (light walking) during working hours, eventually progressing to a total accumulation of 4 h/day (prorated to part-time hours). To achieve this, seated-based work should be regularly broken up with standing-based work, the use of sit–stand desks, or the taking of short active standing breaks. Along with other health promotion goals (improved nutrition, reducing alcohol, smoking and stress), companies should also promote among their staff that prolonged sitting, aggregated from work and in leisure time, may significantly and independently increase the risk of cardiometabolic diseases and premature mortality. It is appreciated that these recommendations should be interpreted in relation to the evidence from which they were derived, largely observational and retrospective studies, or short-term interventional studies showing acute cardiometabolic changes. While longer term intervention studies are required, the level of consistent evidence accumulated to date, and the public health context of rising chronic diseases, suggest initial guidelines are justified. We hope these guidelines stimulate future research, and that greater precision will be possible within future iterations.

In a global survey by the Katzenbach Center, 80 percent of respondents believed that their organization must evolve to succeed. But a full quarter of them reported that a change effort at their organization had resulted in no visible results. Why? The fate of any change effort depends on whether and how leaders engage their culture: the self-sustaining patterns of behaving, feeling, thinking, and believing that determine how things are done in an organization. Culture is implicit rather than explicit, emotional rather than rational--that's what makes it so hard to work with, but that's also what makes it so powerful. For the first time, this book lays out the Katzenbach Center's proven methodology for identifying your culture's four most critical elements: traits, characteristics that are at the heart of people's emotional connection to what they do; keystone behaviors, actions that would lead your company to succeed if they were replicated at a greater scale; authentic informal leaders, people who have a high degree of \"emotional intuition\" or social connectedness; and metrics, integrated, thoughtful measures to track progress, encourage the self-reinforcing cycle of lasting change and link to business performance. By leveraging these critical few elements, you can tap into a source of catalytic change within your organization. People will make an emotional, not just a rational, commitment to new initiatives. You will elicit enthusiasm and creativity and build the kind of powerful company that people recognize for its innate value and effectiveness.

Purpose Depression is a leading cause of disability worldwide. Research suggests that by far, the greatest contributor to the overall economic impact of depression is loss in productivity; however, there is very little research on the costs of depression outside of Western high-income countries. Thus, this study examines the impact of depression on workplace productivity across eight diverse countries. Methods We estimated the extent and costs of depression-related absenteeism and presenteeism in the workplace across eight countries: Brazil, Canada, China, Japan, South Korea, Mexico, South Africa, and the USA. We also examined the individual, workplace, and societal factors associated with lower productivity. Results To the best of our knowledge, this is the first study to examine the impact of depression on workplace productivity across a diverse set of countries, in terms of both culture and GDP. Mean annual per person costs for absenteeism were lowest in South Korea at $181 and highest in Japan ($2674). Mean presenteeism costs per person were highest in the USA ($5524) and Brazil ($5788). Costs associated with presenteeism tended to be 5–10 times higher than those associated with absenteeism. Conclusions These findings suggest that the impact of depression in the workplace is considerable across all countries, both in absolute monetary terms and in relation to proportion of country GDP. Overall, depression is an issue deserving much greater attention, regardless of a country’s economic development, national income or culture.

Even in the wake of the biggest financial crash of the postwar era, the United States continues to rely on Securities and Exchange Commission oversight and the Sarbanes-Oxley Act, which set tougher rules for boards, management, and public accounting firms to protect the interests of shareholders. Such reliance is badly misplaced. In Corporate Governance, Jonathan Macey argues that less government regulation--not more--is what's needed to ensure that managers of public companies keep their promises to investors. Macey tells how heightened government oversight has put a stranglehold on what is the best protection against malfeasance by self-serving management: the market itself. Corporate governance, he shows, is about keeping promises to shareholders; failure to do so results in diminished investor confidence, which leads to capital flight and other dire economic consequences. Macey explains the relationship between corporate governance and the various market and nonmarket institutions and mechanisms used to control public corporations; he discusses how nonmarket corporate governance devices such as boards and whistle-blowers are highly susceptible to being co-opted by management and are generally guided more by self-interest and personal greed than by investor interests. In contrast, market-driven mechanisms such as trading and takeovers represent more reliable solutions to the problem of corporate governance. Inefficient regulations are increasingly hampering these important and truly effective corporate controls. Macey examines a variety of possible means of corporate governance, including shareholder voting, hedge funds, and private equity funds.

This book draws from a foundation of positive psychology and recently emerging positive organizational behavior (POB). Its purpose is to introduce the untapped human resource capacity of psychological capital, or simply PsyCap. This PsyCap goes beyond traditionally recognized human and social capital and must meet the scientific criteria of theory, research, and valid measurement. To distinguish from other constructs in positive psychology and organizational behavior, to be included in PsyCap the resource capacity must also be “state-like” and thus open to development (as opposed to momentary states or fixed traits) and have performance impact. The positive psychological resource capacities that meet these PsyCap criteria — efficacy (confidence), hope, optimism, and resilience — are covered in separate chapters. These four resource capacities are conceptually and empirically distinct, but also have underlying common processes for striving to succeed and when in combination contribute to a higher-order, core construct of psychological capital. Besides these four, other potential positive constructs such as creativity, wisdom, well being, flow, humor, gratitude, forgiveness, emotional intelligence, spirituality, authenticity, and courage are covered in Chapters 6 and 7. The concluding Chapter 8 summarizes and presents the research demonstrating the performance impact of PsyCap, the PsyCap questionnaire (PCQ) for measurement and the PsyCap Intervention (PCI) for development. Utility analysis indicates that investing in the development of PsyCap can result in a very substantial return. In total, this book provides the theory, research, measure, and method of application for the new resource of Psychological Capital that can be developed and sustained for competitive advantage.

This volume examines the causes and consequences of crime and corruption in organizations, and the choices we face in our efforts to eradicate these social maladies. This is the most up-to-date thinking on both classic and novel approaches to crime and corruption, and covers the most scientifically-grounded approaches to reducing illicit behaviour in organizations.