50 Ways to Foster a Culture of Innovation">

I’ve been doing a lot of Orga­ni­za­tional Devel­op­ment related work the past nine years. In fact, even before any­one told me that I was doing Orga­ni­za­tional Devel­op­ment, I was actu­ally doing it already. Before, OD was merely about train­ing. And so OD depart­ments made train­ing pro­grams and took care of train­ing sys­tems and gave inter­nal train­ings and sent peo­ple to exter­nal train­ing. But over the years, there is a real­iza­tion that there are other ways to develop an orga­ni­za­tion aside from train­ing. OD has to do with mak­ing the whole orga­ni­za­tion become a more well-oiled machine, first by inter­ven­ing in per­for­mance man­age­ment, but now, also by inter­ven­ing in cul­ture build­ing. Orga­ni­za­tions have goals (they call it Vision and Mis­sion, or Objec­tives and Targets).

I am reprint­ing here two arti­cles about jeal­ousy and how it destroys rela­tion­ships. I have made some way to meld the two arti­cles into one. But credit goes to the web­sites: Tips for Suc­cess and MSNBC…

10 Lies Managers Tell Themselves">

I’ve had the priv­i­lege (and the good for­tune) of hav­ing good supe­ri­ors (we call them lead­ers of ours “supe­ri­ors” when I was a Jesuit) and man­agers over the past years (except for the bad egg or two here and there). So I never really had prob­lems with my bosses. But I know many other peo­ple who have. And I’ve encoun­tered some in my deal­ings with dif­fer­ent com­pa­nies all over the Philippines.

Here is some­thing that exec­u­tives, man­agers, or lead­ers in gen­eral should read. You may already be falling into the trap of com­pla­cency and you prob­a­bly have thought these out in your head or said out loud. Check your­self. Is this some­thing you would say?

HR Career">

Saw this in one of the seminar/training rooms of one of my clients. Gives us an idea what Human Resources prac­ti­tion­ers have to put up with everyday…

& Strategy">

Every orga­ni­za­tion has a unique struc­ture. An orga­ni­za­tional struc­ture is the reflec­tion of the company’s past his­tory, report­ing rela­tion­ships, inter­nal pol­i­tics and what is called com­pany cul­ture (or sub­cul­ture). Since form fol­lows func­tion, it is impor­tant for us to look closely into each of our orga­ni­za­tional struc­tures and check whether the struc­ture we cur­rently have sup­ports our busi­ness strategy.

In the end, you may need to cus­tomize your orga­ni­za­tional struc­ture to fit your strategy.