A critical maxim of management is: “Suitability is as important as capability.” Capability asks, “Can they do the job?” Suitability asks, “Are they right for the job?”
If the job isn’t a good fit, it’s not a good job.
A critical maxim of management is: “Suitability is as important as capability.” Capability asks, “Can they do the job?” Suitability asks, “Are they right for the job?”
If the job isn’t a good fit, it’s not a good job.
Lately I’ve been spending a lot of time consulting with large companies concerned with strengthening their ethical culture.
Although I’m sure the leaders I work with care about ethics and virtue for their own sake, I know the driving force to seek outside assistance is self-interest. The risk of reputation-damaging and resource-draining charges resulting from improper conduct is so high that it’s a matter of prudence and responsible stewardship to stress ethical values and moral principles.
Why are negative management practices so prevalent?
They include yelling, cursing, insults (sometimes masked in sarcasm or masquerading as jokes), criticizing subordinates in front of others, threatening demotion or termination, and talking to adults as if they were children.
A majority of American workers right now are not feeling very motivated on the job, a new survey suggests.
Management experts often encourage business leaders to motivate employees by empowering them. The idea is that when workers are free to make decisions and manage their workday, they become more motivated, perform better, and work more creatively.
Many companies have made commitments toward diversity, equity, and inclusion initiatives in recent years, particularly since the murder of George Floyd sparked weeks of racial justice riots in 2020.
But some of those efforts, such as hiring diversity leaders and creating policies to address racial inequality, have stalled or reversed at the same time as a growing conservative backlash is threatening to further undermine such initiatives.
A critical maxim of management is: “Suitability is as important as capability.” Capability asks, “Can they do the job?” Suitability asks, “Are they right for the job?”
If the job isn’t a good fit, it’s not a good job.
COVID-19 has inflicted a serious mental health toll on many U.S. workers.
Like other Americans, workers have lost loved ones, connections to friends and family, and the comforts of their daily social rhythms. The pandemic has also imposed a unique set of stresses on workers, including the risks of losing their job, rapid adjustments to working from home, and additional workloads. And workers on the front line must face an increased risk of infection and increasingly aggressive customer interactions.