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One cannot talk sensibly about leadership, or people management, nor design decent management processes, unless we clarify beforehand our beliefs with regards to what people in organizations are like.
We have to arrive at a shared understanding of human nature and of the consequences of that for our organizations.
Far too many publications, consulting approaches, tools and HR Managers are not coherent within their statements, because the authors are not aware of their assumptions about human nature.
Two ways of perceiving human nature - but be warned: only one is real!
Moreover Theory X assumptions about human nature treat people like children, that have to be taken by the hand and forced to perform through incentives and related control systems.
The Alpha Codex tayloristic management is based upon Theory X.
The BetaCodex is based upon Theory Y.
Theory X assumptions about human nature become more and more come obsolete.
All BetaCodex Pioneers have inevitably s developed assumptions about human nature that reflect Theory Y - sometimes by themselves.
Some pioneers like W.
To conclude, at first there have to be adequate assumptions about human nature, in order to build a post-tayloristic organization without command-and-control culture.
It is impossible to envision a highly decentralized, networked BetaCodex organization without those assumptions.
In william hill roulette big wins knowledge economy, Theory X-based organizations have proven to be out of touch with the people we deal with in our big bonus slots video game wireless />Theory Y assumptions, on the other hand, allow us to introduce modern leadership and management practices that truly make use of peoples' talents.
Assuming that employees are driven by the desire to contribute and are searching for recognition and meaning in their work creates the conditions for more productive performance management systems.
Fact is: EVA is click here a reason.
It is just a result and a necessary side effect of business activities.
Fact is: Providing shareholders and analysts with predictions of future results results in a "fixed performance contract" which forces delivery of the promises made at all costs.
Companies including UBS, Porsche, Google, Coca Cola, and Citigroup have abandoned this practice.
Growth can in some cases be a good indicator of superior value creation and competitiveness.
Often, however, it is not.
Fact is: It is not.
Organizations are "living systems" in which performance always depends on interaction between different players.
Fact is: Measurement is never objective.
It is always based on assumptions previously made either consciously or nconsciously, and is only an indication of actual performance.
Fact is: Indicators can provide "indications" with regards to performance, but never answers.
Decisions cannot be efficiently and effectively be taken at the top of organizations any longer in constantly changing william hill roulette big wins highly dynamic environments.
Fact is: It is more important to ask what inhibits a person or team of performing well.
We william hill roulette big wins focus on how changes in the system would enable teams to perform better.
Except where otherwise noted, content on this site is licensed under a.

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