Academic-Capital

  By Dr. Susan Sasiadek (March 13, 2015) While working on my MBA it was clear to me that the number one goal for all companies was to turn a profit.   I remember learning early on that owning a business is much like the game of Monopoly; as long as you have money, you re in the game. Once you are out of money, the game is over. So why then wouldn’t the focus of owning a business be centered on profits?   For many companies this is exactly where the focus is. However, there has been a dynamic shift in the thinking as to why entrepreneurs set out to create a business and how to maintain a successful organization. One of the beliefs that lies within the hearts of many entrepreneurs is to do what you have a passion for and the profits will follow. A similar concept I have often shared with young college students; do what you love and the money will come.   Although this sounds easy enough, many times people and organizations lose their focus of what it is they set out to ac

Moral reasoning is as important today as it was in the past. It could be argued that with the growth in society and the increase in the size of structures that moral reasoning is even more important today. Business and civic leaders that have obtained and support moral reasoning are at a higher level of development than others. It is these highly developed people that should be leading organizations to new levels of performance. A paper in the Journal Business Ethics: A European Review helps highlights how moral reasoning impacts intra-firm networks and the values others maintain (Kulkari & Sobodh, 2014). Human development and moral reasoning move together hand-in-hand. People who are less developed have a harder time thinking beyond what is of benefit to themselves. The authors have used 6 stages or moral reasoning where the stages 1-4 are primarily concerned with fear, self-interest, and following the rules for personal gain. Only in stages 5 and 6 can one claim moral leadershi

We have become accustomed to the hard nosed manager that guides employees on the really important aspects of business. The problem is, such managers, even though well intentioned, lower satisfaction in the workplace and are counterintuitive to development. A study of 200 full-time adults found that positive relationships superseded mentoring even though both contributed to organizational commitment and job satisfaction (Madlock & Kennedy-Lightsey, 2010). The image of the strong and tough manager that gives it to their employees straight is something that should be left in the manufacturing plants of yesteryear. The same can be said of the sarcastic and aggressive personality we often associate with upward mobile career oriented people. Their ability to develop greater commitment and satisfaction among employees is likely as them having a sunny disposition. Researchers found that mentoring behaviors and positive verbal communication created higher levels of communication sa

Persuasion and manipulation are two workplace activities that follow many of the same paths yet have different means of achieving their ends. Some managers will engage in persuasion while others will lean towards manipulation. Those who are engaged in persuasion are more likely to gain the respect of their employees while those who are more manipulative often receive immediate gratification but loose out on long-term effectiveness. Companies should recognize and remove manipulators to ensure a positive work environment. Persuasion is an attempt to show certain facts in a positive light without hiding or leaving out crucial information. It is generally a positive experience. Ultimately the listener can make a free choice on the issue as all the important information is presented to them. The influencer seeks to create a prevailing logic that both parties can agree with that leads from agreement to performance. Manipulation attempts to leave out particular facts and distort their mean

It is difficult for manages to understand their workplace and how to improve performance if they are not actively listening to their employees. This means listening to their conversations, paying attention when employees are talking, and trying to find improvements in the workplace that creates congruence between employee desires and firm performance. Managers that listen are better able to coach and counsel their employees to higher levels of functioning. Listening is a skill that takes considerable time to develop but can be learned with practice. Active listening is in presence form where the manager listens without interrupting the employee. They may ask probing questions but ultimately want the employee to express themselves fully because this adds to the managers knowledge of both the employee and the organization. Those managers who fail to actively listen often find that employees no longer bring their issues to them nor are they enthusiastic about speaking up about opera

Innovation is what makes the world grow and develop. In companies innovation can be worth a mountain of gold as a single innovative idea could turn a company ready to go bankrupt into a star performer. Just look at Apple and the development of innovative products that helped transform the company into a cash cow. To improve innovation in your company consider three different human capital areas of focus.  There are a few good reasons why a company should develop innovation that includes stagnation through lack of new products and processes. Most companies will eventually move into a period of stagnation unless innovation is given appropriate weight. Companies must change the way they operate if they want to continue to grow.  Innovation has many different factors that range from culture to compensation. However, it is sometimes beneficial to think of broad areas of improvement thereby leaving the details to the uniqueness of each company. At a minimum innovative implementa

Most of us want to feel fulfilled in our personal and work lives while contributing to society. Whether one is trying to retain people in the workplace or in the military keeping the best and brightest engaged is important for organizational success. Proyer, et. al. (2012) examined Swiss Career Officers work and life satisfaction along with their orientation to happiness, and its relation to career success. The results can be applied to both civilian and military organizations.  Most of us want to feel as though we have a solid purpose for making our way into the office every day. It is difficult to stay motivated or feel satisfied if work is something more akin to money alone versus the greater benefits it can provide. Thinking beyond one’s tasks to something more important can make a significant difference in how we feel about our jobs.  The same concept applies to both military officers and civilian workers. Most people don’t join the military for pay alone but may co