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September 2, 2014
Managing Director Chris White in the Huffington Post:
“But it is not all doom and gloom. At the Ross School of Business, our mission is to develop leaders who make a positive difference in the world. We define “positive” in this context as creating economic value, building great workplaces, and being good neighbors. While the three are completely interrelated, the work of the Center for Positive Organizations at Ross emphasizes the catalytic importance of architecting places where people can bring their best selves to work. We look primarily at the organizational architecture: how structures, systems, strategies, processes, practices, and culture can all be re-imagined to help people thrive. Financial success and impact on our communities are two other sides of this virtuous triangle of Positive Business.”
August 19, 2014
Writing for Fortune, Anne Fisher quotes CPO Faculty Co-Director Dave Mayer on the difficulty of achieving true workplace diversity:
“People have all kinds of assumptions about what ‘affirmative action’ or ‘diversity programs’ mean,” notes David Mayer, one of the study’s authors, who teaches management at the University of Michigan’s Ross School of Business. “Unfortunately, plenty of employees think it’s about hiring people who are less qualified, just because they’re a member of a minority group.”
July 31, 2014
In her leadership column for Forbes, Ruth Blatt mentions Oana Branzei’s chapter in Jane Dutton and Gretchen Spreitzer’s new book, How to Be a Positive Leader:
“Leaders who are able to truly have a long-lasting influence are those who give us hope. In a chapter in the recent book How To Be A Positive Leader, professor Oana Branzei of the Richard Ivey School of Business at Western University defines hope as the belief that people and situations can and will change for the better. Political leaders such as Mahatma Gandhi and Nelson Mandela or religious leaders like Mother Theresa and Archbishop Ddesmond Tutu had their powerful impact because they convinced others that a better future was possible and doable.”
July 24, 2014
On Tuesday, July 29th (7:00 PM Eastern Daylight Time) Gretchen Spreitzer will be interviewed on Work and Life (SiriusXM Channel 111, Business Radio Powered by The Wharton School).
July 15, 2014
By Janet Max Are you a POS scholar? Are you attending the 2014 Annual Meeting of the Academy of Management? AOM 2014 features more than 25 sessions with elements related to Positive Organizational Scholarship. Sessions include “Thrive! Energizing Ourselves and Others as Academics,” “The Conditions for Compassion,” and “An HR Perspective on Coping and Stress […]
July 9, 2014
The Guardian | Amt Westervelt
Open-book finance has the ability to break down the divide between workers and management, and to increase productivity. Wayne Baker, professor at the University of Michigan’s Ross School of Business, teaches open-book finance, and says that over the past few years, there’s been increased interest in understanding this practice. He explains that “It’s a big change, but companies that do it achieve efficiencies and engagement at such a high level that it’s really worth it.” Ari Weinszeig, co-founder of Zingerman’s, explains how this practice has helped his company immensely — “When people know what the game is, they play better,” because when you teach everyone in the company how the business works, they “pay attention in different ways,” because “they feel like they’re part of a team that helps that work.”
July 7, 2014
Inc. | Will Yakowicz
Wayne E. Baker, professor at the Ross School of Business at the University of Michigan, and Nathaniel Bulkley, who consults on organizational effectiveness issues for Innovation Places, have done research that proves the success of using two types of generalized reciprocity at work to create a cooperative culture. “Pay it forward, where someone helps another person and that person assists a third, and reputation rewarding, where a person who is known to pitch in receives more from co-workers than less helpful colleagues.” They conducted this research on MBA students, and found that after the initial required assigned to “pay it forward” and help fellow students, along with asking their own questions, the students continued to use this practice. “Over time, rewarding reputation and paying it forward may have created a virtuous cycle of cooperation,” the two write. Many other companies have also started to use this strategy, and the results show nothing but success.
July 5, 2014
The New York Times | Jennifer Conlin
The unique business model that focuses on employee’s wellbeing and engagement, used by Zingerman’s, has been studied by many people, including Wayne Baker, professor at the Ross School of Business at the University of Michigan, who has turned this research into four case studies. The longstanding successes Zingerman’s has had, and their employee and customer satisfaction, has proven that their business model is one that companies should strive to adopt and implement. This business model is “one that has produced impressive growth while engaging employees who enjoy the opportunity to help run the businesses and even to start new ones.”
July 1, 2014
The Guardian | Amy Westervelt
A focus on workplace happiness and engagement is becoming more popular as companies are starting to discover the benefits of having happy employees. Professor Kim Cameron explains, “Money follows positive, virtuous practices.” However, there needs to be a balance to make sure keeping positivity in the workplace stays professional.
June 30, 2014
HBR | Gretchen Gavett
Research done by Wayne E. Baker, a professor at the Ross School of Business at the University of Michigan, and Nathaniel Bulkley of Innovation Places’, shows the power of “paying it forward.” “Essentially, paying it forward is cognitively easy, at least compared to remembering who is helpful, and how often. ‘The sole requirement [of paying it forward] is that a participant be aware of his or her own experience,’ they write.”
June 24, 2014
Forbes | Ruth Blatt
After Adam Lambert filled in for Freddie Mercury on Queens latest tour, the reviews of the performance “were mostly ecstatic.” This brought up the question of whether one can “evaluate the effectiveness of a mature organization using the same criteria we use for upstarts.” Ross professors Robert Quinn and Kim Cameron’s study of “Organizational Life Cycles and Shifting Criteria of Effectiveness: Some Preliminary Evidence,” was used to answer this question.
June 18, 2014
The Guardian | Amy Westervelt
A study conducted by The Ross School of Business and Humana shows that happy employees perform better and cost less for the company. Companies are using an employee happiness survey, developed by Professor Kim Cameron, to measure employee attitudes. Using Cameron’s survey and applying this research has proven to lead to meaningful savings in the long run.