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What are the qualities of successful organisations?

82% of South African employees report that co-worker behaviour has left them feeling frustrated, angry and hurt. This is according to the latest research survey undertaken by behavioural change experts, The Human Edge. At a recent executive breakfast held in Johannesburg, organisational psychologist Helene Vermaak – director and business owner at the company – also expanded on what the qualities of successful organisations are.

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Aligning personal and company values

Values can be different for different people. These differences can also lead to inconsistences between employees' personal values and the values of the organisation. Acting against this may appear to be curtailed by the fact that everyone enjoys the right to their personal values, a right supported by the bill of rights in the constitution. This personal right doesn't, however, eliminate the organisation's right to expect employees to conform to its values when, for example, an employee performs his/her duties. It also doesn't prevent the organisation from taking action against those who contravene its values.

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Why putting your employees at the centre of your company’s decision-making works

There was a time where many believed that the only reason for business to exist was to maximise shareholder value. According to this belief, the interest of shareholders reigned supreme while the interests of other stakeholders were subordinated to this supreme interest. Milton Friedman, the Nobel Prize-winning economist, strongly advocated that the only responsibility of business is to its shareholders, which the financial markets translated into its short–term share prize. Based on this thinking, many companies adopted the habit of defining vision solely from a shareholder perspective. One could pose the question: does a vision matter?

There was a time where many believed that the only reason for business to exist was to maximise shareholder value. According to this belief, the interest of shareholders reigned supreme while the interests of other stakeholders were subordinated to this supreme interest. Milton Friedman, the Nobel Prize-winning economist, strongly advocated that the only responsibility of business is to its shareholders, which the financial markets translated into its short–term share prize. Based on this thinking, many companies adopted the habit of defining vision solely from a shareholder perspective. One could pose the question: does a vision matter?

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How should you promote your star performers to managers?

Management theory is like hair: it continues to grow and change sometimes depending heavily on the fashion of the day. But there are a few truths that seem to have settled into their favourite chairs in front of the fireplace with no indication of budging! One of these is to promote our star performers to managers.

Management theory is like hair: it continues to grow and change sometimes depending heavily on the fashion of the day. But there are a few truths that seem to have settled into their favourite chairs in front of the fireplace with no indication of budging! One of these is to promote our star performers to managers.

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Green buildings are good for business

While the jury is still out on if investing in environmentally friendly buildings can save costs and boost employee productivity (and so make employee management easier), leading employers across the world appear to have already made up their minds on the matter. These organisations are investing in green buildings and work spaces because they know it’s good for productivity.

While the jury is still out on if investing in environmentally friendly buildings can save costs and boost employee productivity (and so make employee management easier), leading employers across the world appear to have already made up their minds on the matter. These organisations are investing in green buildings and work spaces because they know it's good for productivity.

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