Managing employees

Too much teamwork exhausts employees and saps productivity. Here’s how to avoid it.

It's possible to keep things civil without an outright ban on talking politics.

High-performing knowledge workers often question whether managers actually contribute much, especially in a technical environment. Until recently, that...

I suffer from depression. Several years ago I shared this information with colleagues at work because the secrecy and isolation only further reinforced...

Based on data collected from more than 4,500 employees.

#1: How to build resilience.

Individual distress is a collective problem.

Donald Sull, senior lecturer at MIT Sloan School of Management, gets to the source of the problem and offers recommendations for translating strategy...

When Steve Jobs arrived back at Apple in 1997, he laid off general managers of all business units and combined disparate functional departments into one...

Corporate budgeting is a joke, and everyone knows it. It consumes a huge amount of executives' time, forcing them into endless rounds of dull meetings...

As flex work becomes the norm, companies need to find new ways to keep people in the loop.

Organizations need leaders, but the specific one might not matter.

Business schools teach MBA students that you can't compete on the basis of management processes because they're easily copied. Operational effectiveness...

Lessons from 69 articles published in top management and applied psychology journals.

Set clear expectations and be a willing coach — but don’t micromanage.

Are you sending the right message?

...

The burdens of subordinates always seem to end up on the manager’s back. Here’s how to get rid of them.

Extensive research shows that when employees get hands-on managerial support, they perform better than when they're left to their own devices, but unnecessary...

Without clipping their wings.

By the mid 1980's Jack Welch had completely transformed General Electric with more than 300 divestitures and acquisitions since the beginning of the decade....

The one primer you need to develop your managerial and leadership skills. Whether you're a new manager or looking to have more influence in your current...

Describes the evolution of the working relationship of Karen Leary, a new manager of a Merrill Lynch retail branch, and Ted Chung, a new financial consultant...

Vitality Health Enterprises, a medium-sized firm that manufactures health and personal care products, has experienced six straight quarters of strong...

This two-part analytical case illustrates the situation of Money Cash Flow Inc., a fast-growing Canadian insurance company, where the human resources...

Explores the management of family and business issues and helps to identify a range of topics with which families in business wrestle. Describes a dilemma...

Describes Jan Carlzon's actions on assuming the CEO's responsibility at SAS in a time of financial and organizational difficulty. After tracing Carlzon's...

Describes the four components of legal astuteness: the attitudes, proactive approach, judgment, and knowledge necessary to manage the legal aspects of...

The Ebook version of "The First 90 Days" is no longer available and has been replaced by "The First 90 Days, Updated and Expanded." To purchase the new...

The Power of Empowering Others. Leadership isn't easy. It takes grit, courage, and vision, among other things, that can be hard to come by on your toughest...

Nationwide is "on your side," but did employees feel that way? CAO Gale King and CEO Steve Rasmussen, starting in 2008, invested heavily in a human capital...

Change doesn't need to be scary. The strongest teams know how to be flexible and adapt. But even the best teams can be rendered helpless by uncertainty...

After one year as new plant manager at a highly participatory management style plant, Denny Goble assesses his handling of various problems.

In late 2013, Husk Power Systems found itself falling further and further behind plan. The founding CEO had decided to resign. His co-founder is faced...

Intended to help students understand the many barriers organizations face as their members and their management ranks grow more diverse. As a case on...

Carla Thomas, the owner of Boulevard Sandwiches, is preparing to meet with Alan Philips, the new manager of Boulevard Sandwiches, Inc., Unit No. 2, in...

A three-party negotiation among a company's human resources manager, senior manager, and a supervisor over whether to reverse plans to fire the supervisor's...

This module reading explores the implications of different business models on organization design. After discussing the distinction between units focused...

A general manager at Lexon Computer Corp. must decide whether interception and surveillance of employees' e-mail is acceptable company practice, and whether...

Whether you're lobbying for more resources, trying to rally your troops, or building cross-company support for your project, you are never just selling...

This Quick Case puts students in the shoes of the vice president of marketing and communications at a university in Spain immediately after blundering...

By the mid 1980's Jack Welch had completely transformed General Electric with more than 300 divestitures and acquisitions since the beginning of the decade....

Teaching note for case SCG589.

Too much teamwork exhausts employees and saps productivity. Here’s how to avoid it.

The one primer you need to develop your managerial and leadership skills. Whether you're a new manager or looking to have more influence in your current...

It's possible to keep things civil without an outright ban on talking politics.

High-performing knowledge workers often question whether managers actually contribute much, especially in a technical environment. Until recently, that...

This is the teaching note for "Organizing for Performance: Four Vignettes" HBS No. 117062.

Describes the evolution of the working relationship of Karen Leary, a new manager of a Merrill Lynch retail branch, and Ted Chung, a new financial consultant...