 |
All organizations are organic and perishable. They are created by people and they need to be constantly re-created if they are to survive.
|
013 |
 |
…just because you want to organize your work around a mission doesn’t mean that you can easily make it happen.
|
156 |
 |
Management, when done well, can propel an organization toward success while enhancing the lives of people working within it.
|
003 |
 |
…managers at every level affect the inner work life and, consequently, the creativity and productivity of people throughout the organization.
|
019 |
 |
When something unexpected or ambiguous happens, people will try to understand it and will draw conclusions about the work, their colleagues, and organization based on that event.
|
023 |
 |
If people do not perceive that they and their work are valued by a trustworthy organization, if they derive no pride or happiness from their work, they will have little drive to dig into a project.
|
025 |
 |
Beyond their value to contribute to organizational performance, people have value as human beings.
|
041 |
 |
This is the inner work life effect: people do better work when they are happy, have positive views of their organization and its people, and are motivated primarily by the work itself.
|
047 |
 |
Because negative events pack a stronger punch than positive ones, a hostile organizational climate will have its way in the end.
|
181 |
 |
A vision is a powerful framework to take the operations of an organization of any size from the downward spiral into the arena of possibility.
|
168 |
