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Author Archives: lawrence serewicz
If you discipline staff more than you promote them, is it time to rethink your HR policy?
An organisation’s policies and rules show the internal culture. If the documents are written to protect the organisation first and the employee second, you know there may be a flawed culture. The policies set the framework for rewards and punishments. … Continue reading
Posted in culture, learning organisation, management
Tagged bonus structures, Human resources, leadership, management, Organizational culture, Performance management, Senior management, unspoken dialogue
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Hierarchies are networks! Hyperlinks do not subvert hierarchies.
For many who believe in the web as way to transform society, politics, and human life, my blog may come as a shock. There is no evidence to support the claim that hyperlinks subvert hierarchies. When you check the evidence, … Continue reading
Which is more difficult? To admit your mistakes or to admit someone else was right?
Perhaps the hardest thing to do at work (and in life) is to admit when someone is right, especially if you disagreed with them. In many books on management and learning organizations, we hear about the need to admit when … Continue reading
Posted in change, culture, learning organisation, management
Tagged Decision making, leadership, learning, Learning organization, management theorists, Organizational culture
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What a photocopier tells you about your corporate culture
Many times leaders will ask themselves how they can tell the morale of their troops. Sure signs of bad morale are easy to spot. We see slumped shoulders, people looking at their shoes, people not picking up after themselves and … Continue reading
Posted in change, culture, management
Tagged corporate culture, culture change, leadership, management
2 Comments
More words and phrases that kill customer service
A few months ago, I wrote a blog about words that kill customer service. Words like “unfortunately” or “of course” and “obviously” immediately undermined the attempt to give good customer service. I am now returning to that idea with some … Continue reading
Posted in culture, customer service, learning organisation, management
Tagged customer service, Education and Training
1 Comment
Risk cannot be conquered: Has Wall Street forgotten Machiavelli’s lessons?
In chapter 25 of Machiavelli’s Prince, we see the problem of fortune and the challenge it presents to a prince. In this instance, we are using fortune to refer to risk. The two are not exactly the same so one … Continue reading
Posted in change managment, coruption, culture, management, renewal
Tagged #ows, environment, Hedge fund, hedge fund managers, Hurricane Katrina, Niccolò Machiavelli, politics, Prince, Wall Street
3 Comments
Is the future of work an aristocratic democracy?: Leo Strauss on Managment
Harold Jarche has a challenging post about the future of management and the future of work at his site: Enterprise 2.0 and Social Business are Hollow Shells without Democracy. Are the future of work and the future of management inherently … Continue reading
Why do companies obey the law? Compliance in a self-regulated business is habit that needs to be nurtured.
One of the challenges faced by businesses is how sustain compliance with corporate governance rules. The recent corporate scandals such as Enron, WorldCom and others shows what happens when the internal corporate culture diverges from corporate governance. The challenge is … Continue reading
Posted in coruption, culture, management, phone hacking
Tagged Business, Corporate governance, Enron, Human resources
1 Comment
Reducing the Deficit: Leadership and the challenge of deficit thinking in management
One thing I have been noticed is how managers and leaders approach problems. In a previous job, I had a couple of projects that were technically challenging and had to get sign off from a number of managers before being … Continue reading
Posted in change, culture, management
Tagged leadership, management, Middle management, Strategic Management
2 Comments
Thoughts on management 
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