Winning over customers often requires publicizing the credentials of the company’s key people. In a research paper titled “Getting Known by the Company You Keep: Publicizing the Qualifications and Former Associations of Skilled Employees,” Peter Roberts, associate professor of Organization and Management at Emory University's Goizueta Business School, and his co-author discuss this “signaling” approach in the context of the burgeoning Australian wine industry. Managing Divergent Styles in a Multigenerational Workplace
“This is really the first era in American business history in which four different generations of people are sharing the same workplace,” says Hal Logan, a senior executive at Manheim, the car auction giant. In the opening address of the fourth annual Diverse Leadership Conference held recently at Emory University's Goizueta Business School, Logan discussed generation gaps in the 21st century and how they impact organizations. Although the variety of talent represented by workers from multiple generations—those from the WWII era to “Millennials”—provides unique opportunities, Logan cautions that “the generational differences, if not managed correctly, can have a negative impact on employee interaction and productivity.” The Value of Developing Talent in the Midst of Economic Turmoil
With economic indicators pointing to a lingering recession and many businesses in regroup mode, it seems that building and adding to talent would be the last thing on the minds of managers and corporate executives. But, according to professors at Emory University's Goizueta Business School, ignoring the value of human capital, particularly when a company and the economy are in turmoil, can be a big mistake. Women Executives on Work/Life Balance: Flexibility, Networks, Outside Interests
A panel of successful women acknowledged that striking a perfect balance between work and personal life is rarely possible for a first-year associate on Wall Street, but they also agreed that balance is achievable over time if the right priorities are established. Executives from Wachovia Securities, JP Morgan, Goldenridge Capital, Morgan Stanley and UBS offered anecdotes and advice at a recent Wharton Women in Business Conference. Manga Book Provides Graphic Career Lessons
Author Daniel H. Pink talks to Knowledge@Emory about his latest book titled The Adventures of Johnny Bunko: The Last Career Guide You’ll Ever Need, a manga comic offering that details the struggles of a young exec as he works to find job satisfaction and move up the corporate ladder. The author of the bestselling books A Whole Mind: Why Right-Brainers Will Rule the Future and Free Agent Nation: The Future of Working for Yourself says for his latest effort he chose this “incredibly powerful expressive form to reinvent the business book.” Is This the Year ‘Equal Pay for Equal Work’ is Addressed?
In Barack Obama’s acceptance speech at the Democratic National Convention on August 28, he made a point to note that pay for women would be an issue he will address if elected President of the United States. With the Republican party nominating Alaska Gov. Sarah Palin as a vice presidential hopeful, regardless of who wins, could the issue of women and pay in America finally get a fair hearing? Faculty at Emory University’s Goizueta Business School, including Professor Maura Belliveau, a researcher who specializes in gender and careers, discuss the topic of pay equity. As Professor Belliveau notes “Even a 5% pay disadvantage for women that cannot be attributed to rank, tenure, education, or other meritocratic bases for a pay difference is large, but when you look at that over a lifetime, it’s quite a staggering difference.” Cultivate Relationships to Make Your Network “Click”
In the book Click: Ten Truths for Building Extraordinary Relationships, author George C. Fraser says that to build successful business relationships and truly connect or “click” with professional associates, executives need to communicate with passion, build on personal and volunteer ties, and align with individuals whom they admire. Recently, Fraser spoke with Knowledge@Emory about connecting with others, the trials of prejudging, and what to do with all those business cards everyone collects. Bringing Clarity, Accountability, and Integrity Back to the Workplace
In their new book, Who Will Do What By When? How to Improve Performance, Accountability and Trust with Integrity, professional coaches Tom Hanson, Ph.D., and Birgit Zacher Hanson, M.S., weave a tale of a fictional business manager, Jake, who thinks he’s great, but is not. Blindsided by his team’s poor performance, Jake looks to blame everyone but himself for this eventuality. This, the authors contend, is Jake’s biggest mistake because his lack of reliability, self-examination and communication skills have wreaked havoc with his relationships—at work and at home. Using an educational fictional format, the Hansons provide simple guidance to steer readers away from behaviors that hurt individual and team performance, while leading them onto the path of integrity, enhanced performance, and job satisfaction. Caught in the Middle: Why Developing and Retaining Middle Managers Can Be So Challenging
Middle managers are often referred to as the "glue" that holds companies together, bridging the gap between the top management team and lower level workers. They implement strategy and organizational changes, keeping workers engaged during both good times and bad. Yet according to a recent survey of middle managers around the world, 20% report dissatisfaction with their current organization and that same percentage report that they are looking for another job. How do middle managers fare in an uncertain economy, and what should companies be doing to keep them happy? What’s Behind the Radical Cultural Shift of Chinese Workers?
In "Personal Values of Hotel Workers in Shanghai, China," Kathryn King-Metters, an adjunct assistant professor of organization and management at Emory University's Goizueta Business School, examines the impact China's aggressively built service sector economy and one-child rule have had on the values of its workers. King-Metters' research shows that the values of Chinese workers have shifted radically since studies were taken only ten years ago. Among the findings: "There is no family unit left anymore because of the one-child rule. They're all living in these urban-area high rises," King-Metters explains. "Consequently, companies can become much more of a family unit now for the Chinese workers than they ever could before. Chinese employees are missing that collectivism and grouping of family units that they used to have."