tag:blogger.com,1999:blog-91156446058333841382024-03-13T21:16:17.380+01:00X de XavierUnos y ceros. A veces, en el orden adecuado.-Xvhttp://www.blogger.com/profile/12954073038736466058noreply@blogger.comBlogger4125tag:blogger.com,1999:blog-9115644605833384138.post-5686453768867118552009-11-30T23:58:00.004+01:002009-12-01T00:37:09.816+01:00Carrots & Sticks? Autonomy, Mastery, PurposeFun and surprising <a href="http://www.ted.com/talks/dan_pink_on_motivation.html">TED Talk by Dan Pink on Motivation</a>. <div><br /></div><div>Experiments show that extrinsic motivators (carrots and sticks) work great for simple/mechanical-like tasks, probably by providing a narrow focus. But... rewards make performance <span style="font-weight:bold;">worse</span> for creative/complex tasks!!!</div><div><br /><a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="http://www.nathaliemagniez.com/cartoons/motivation"><img style="display:block; margin:0px auto 10px; text-align:center;cursor:pointer; cursor:hand;width:400px;" src="http://www.nathaliemagniez.com/wp-content/uploads/2009/11/danpink.png" border="0" alt="Cartoon by Nathalie 0Magniez" title="Cartoon by Nathalie Magniez" /></a><br />It's a funny coincidence that today I picked up a free copy of the <a href="http://online.wsj.com/article/SB10001424052748703294004574511223494536570.html#articleTabs_video%26articleTabs%3Dvideo">The Wall Street Journal and it had an article on executive bonuses</a>. Huge expensive carrots that, according to the experiments above, lead to less ability to deal with complexity.<br /></div>-Xvhttp://www.blogger.com/profile/12954073038736466058noreply@blogger.com1tag:blogger.com,1999:blog-9115644605833384138.post-60299469013249149962009-11-07T09:42:00.003+01:002009-11-07T10:35:21.910+01:00Peter Drucker was there beforeThe <a href="http://www.bbc.co.uk/worldservice/learningenglish/work/handy/drucker.shtml">third episode</a> in <a href="http://xdexavier.blogspot.com/2009/11/handy-guide-to-gurus-of-management.html">The Handy Guide to the Gurus of Management</a>, is about <a href="http://en.wikipedia.org/wiki/Peter_Drucker">Peter Drucker</a>. Now it's a nice time to learn a bit more about him, because right now Drucker's Centenial Week is happening: <a href="http://www.drucker100.com/">http://www.drucker100.com/</a>, and some life webcasts will be on during this weekend.<div><br /><a href="http://www.flickr.com/photos/xverges/4082632094/" title="Peter Drucker: people vs commodities by -Xv, on Flickr"><img src="http://farm3.static.flickr.com/2673/4082632094_9a4f13fd57.jpg" width="400" alt="Peter Drucker: people vs commodities" /></a></div><br /><blockquote><span style="font-style:italic;">I suddenly realized that Keynes and all the brilliant economic students there were interested in the behaviour of commodities, while I was interested in the behaviour of people.</span></blockquote>-Xvhttp://www.blogger.com/profile/12954073038736466058noreply@blogger.com0tag:blogger.com,1999:blog-9115644605833384138.post-68724599803705109852009-11-04T11:25:00.003+01:002009-11-04T11:41:34.750+01:00Charles Handy and Potfolio Lifes<blockquote><span style="font-style:italic;">What interested me was not the downsizing or the re-engineering itself, but the consequences for our individual working lives. Organizations, it seemed to me, would increasingly dispense with our services in our mid-lives as they concentrated on fewer and younger people in their cores, with only a few wise heads to keep the show on track. The rest of us would have to develop what I called 'portfolio' lives, a mix of different bits and pieces of work, some for money, some for fun, some for free.</span></blockquote><br /><a href="http://www.flickr.com/photos/xverges/4071388785/" title="Portfolio Lifes by -Xv, on Flickr"><img src="http://farm3.static.flickr.com/2765/4071388785_4f71277e8c.jpg" width="400" alt="Portfolio Lifes" /></a><br />That quote was from Charles Handy, in the <a href="http://www.bbc.co.uk/worldservice/learningenglish/work/handy/handy.shtml">second episode</a> of his <a href="http://xdexavier.blogspot.com/2009/11/handy-guide-to-gurus-of-management.html">Handy Guide to the Gurus of Management</a>, hardly about management, but about society.-Xvhttp://www.blogger.com/profile/12954073038736466058noreply@blogger.com0tag:blogger.com,1999:blog-9115644605833384138.post-23928791191333048602009-10-07T07:19:00.009+01:002009-10-07T08:25:42.636+01:00Bonuses<a href="http://www.mintzberg.org/index.html" title="mintzberg.org">Henry</a> <a href="http://www.economist.com/businessfinance/management/displaystory.cfm?story_id=12918770" title="His profile as a a management guru in The Economist">Mintzberg</a>:<br /><br /><blockquote><span style="font-style:italic;">Executive compensation has become <b>a polite form of thievery</b>, or, if you prefer, legal corruption. Executives get paid extra when the stock price goes up (bonus) and when it goes down (golden parachute); they get paid extra for staying in their job (retention bonus <span class="Apple-style-span" style="font-size:small;">(...)</span>), and for just doing their job (a bonus for signing a merger <span class="Apple-style-span" style="font-size:small;">(...)</span>).<br /><br />As for the argument that if you don’t pay the bonuses, you don’t get the right person, I counter that if you do pay the bonuses, you get the wrong person. You get someone who is willing to single him or herself out from everyone else, at the expense of teamwork (...). The CEO, like everyone else in the company, has a job to do and should be paid for doing it. (...)<br /><br />For the sake of sustainable enterprise: Executive bonuses should be eliminated. Period.</span> </blockquote><br /><span class="Apple-style-span" style="font-size:small;">From </span><a href="http://www.mintzberg.org/pdf/execbonus.pdf"><span class="Apple-style-span" style="font-size:small;">http://www.mintzberg.org/pdf/execbonus.pdf</span></a>-Xvhttp://www.blogger.com/profile/12954073038736466058noreply@blogger.com0