Peer2Politics

In my experience, people want to be amazing at their job. I can’t count the number of times that people had really great ideas but were powerless to implement them. I watched as they went from zealous excitement to indifferent cynicism.

- See more at: http://ryancarson.com/post/61562761297/no-managers-why-we-removed-bosses-at-treehouse#sthash.kuRPSLnU.6oGVifj3.dpuf

It's time to shift from old school to new social leadership--what does that look like and how to assess if you're ready.

Perceived employability (PE; i.e. the worker's perception about available job opportunities) is portrayed as the upcoming resource for workers and organizations. However, organizations might particularly want to stimulate perceptions of job opportunities on the internal labor market (i.e. internal PE). In contrast, they may be hesitant in stimulating perceptions of job opportunities on the external labor market (i.e. external PE), as this might foster workers' voluntary turnover. The contextual influences adding to these different types of PE are relatively unknown. Building upon self-determination theory, we argue that the organization's support of intrinsic (e.g. personal growth) and extrinsic (e.g. status) values may play a critical role. In line with expectations, the results reveal a positive association of the perceived organization's support of intrinsic work values and a negative association of the perceived extrinsic value support with internal PE, both in terms of a similar job (i.e. internal lateral PE) and a better job (i.e. internal upward PE). Unexpectedly, perceived organization's support of extrinsic values did not relate negatively to external PE. These results show that employers can invest in the workers' employability without disadvantaging the organization. To arrive at a flexible workforce, the support of intrinsic values is of key importance.

Having spent the past three years of my life in the Enterprise 2.0 / Collaborative software market, I remain struck by the industry’s continued lack of ability to define a compelling reason for enterprises to adopt new software applications, such as blogs, wikis, microblogs, etc. In the early days of the Enterprise 2.0 movement, much of this software was dismissed as the next wave of Knowledge Management, which was largely viewed as a zero ROI investment (or at least in the eyes of the venture capital community, it did not produce any break out, high return investments). Today, it is largely viewed as a necessary evil because the likes of Facebook and Twitter are impossible for the enterprise to ignore.

Managers moeten durven vreemdgaan. Dat is althans de mening van Elke Jeurissen en Cato Léonard. Kevin vraagt de dames zelf wat ze daarmee bedoelen.

Mike Schwarz discusses Corporate Watch's new book, Managing Democracy, Managing Dissent – Capitalism, Democracy and the Organisation of Consent, edited by Rebecca Fisher.

Liquefying an organization means disrupting the industrial-age driven assumptions on which rigid structures are designed and move on to make it adaptive, dynamic and anti-fragile. Based on lean management and open collaboration principles, the liquid organization model is flat, meritocratic and value-driven, enabling stigmergic behaviour and "organic" effectiveness.