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Many managers argue that, in principle, they would like to give employees more room for development and...

Many managers argue that, in principle, they would like to give employees more room for development and creativity, but given the urgent challenges resulting from the instability of domestic and global financial markets, they must focus on efficiency and cost cutting instead. But do humanistic principles and superior business performance really contradict each other? This article looks at some humanistic leadership principles underpinning successful organizations. It offers guidelines for managers on how humanistic leadership can renew an organization’s direction, structure and capabilities, while also winning over employees, whose support is critical for success. The author suggests the factors that are hugely important for managing organizational change initiatives effectively. Finally, she summarizes existing research indicating that humanistic or ethically oriented leadership – often termed transformational leadership – can be linked to positive economic performance....

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La credibilidad de la empresa como institución está en mínimos históricos. La mayoría de las medidas...

La credibilidad de la empresa como institución está en mínimos históricos. La mayoría de las medidas prescritas no hacen sino pasar de puntillas por los problemas. Lo que se necesita realmente es una vuelta radical a los fundamentos de la dirección de empresas y de nuestros modelos económicos actuales. En este artículo los autores repasan las teorías y prácticas que nos han llevado hasta aquí y proponen siete pilares para avanzar hacia una gestión más humanista que vuelva a situar los valores y las relaciones sociales en el centro de los negocios....

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The litany of institutional, market and leadership failures that precipitated one of the worst economic...

The litany of institutional, market and leadership failures that precipitated one of the worst economic crises in modern history is staggering. Yet efforts by policy makers and business leaders to improve matters have so far fallen short of what’s truly needed, and do little but tinker at the very edges of the economic system. This article makes seven key recommendations to move us toward a more humanistic model of management, placing human values and social relationships back at the core of business. By tackling the deeper malaise troubling modern business management, the authors seek to redefine the current business paradigm, and they propose a stronger model of management that would enable the business world to flourish once again....

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The business machine is broken. Strip away the mechanistic view of management and humanize the firm once...

The business machine is broken. Strip away the mechanistic view of management and humanize the firm once again. This executive dossier includes the following articles: "Putting People First: Writing a Manifesto for Better Management" by Rafael Andreu and Josep M. Rosanas; "The Value of Values: Giving Wings to Your Leadership Style" by Claudia Peus; "Network Governance: A New Approach to Fix Broken Governance" by Michael Pirson and Shann Turnbull....

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A muchos directivos les gustaría dejar más margen para el desarrollo y la creatividad de los empleados,...

A muchos directivos les gustaría dejar más margen para el desarrollo y la creatividad de los empleados, pero alegan que, ante los urgentes desafíos que plantea la inestabilidad de los mercados financieros nacionales y globales, no les queda más remedio que concentrarse en la eficiencia y el ahorro de costes. ¿Tan incompatibles son los principios humanistas y los resultados? Este artículo explica algunas nociones del liderazgo humanista en que se sustentan empresas de éxito. También cómo, partiendo de este estilo de liderazgo, los directivos pueden renovar la dirección, estructura y capacidades de sus organizaciones al tiempo que se ganan a los empleados, cuyo apoyo es crucial. La autora apunta los factores decisivos para gestionar adecuadamente el cambio organizacional. Por último, resume la investigación que avala la relación positiva entre el liderazgo humanista o ético, denominado también transformacional, y los resultados económicos....

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La credibilidad de la empresa y otras instituciones está en mínimos históricos. Ante esta realidad,...

La credibilidad de la empresa y otras instituciones está en mínimos históricos. Ante esta realidad, el dossier del número 13 de la revista IESE Insight plantea la necesidad de un golpe de timón humanista como el mejor camino para que los negocios vuelvan a funcionar. Los profesores del IESE Rafael Andreu y Josep Maria Rosanas repasan los planteamientos que nos han llevado hasta aquí y proponen siete pilares para situar de nuevo los valores y las relaciones sociales en el centro de la actividad empresarial. Claudia Peus, de la TUM School of Management, ofrece las claves del liderazgo humanista, también conocido como transformacional. Por su parte, Michael Pirson, de la Graduate School of Business Administration de la Universidad Fordham, y Shann Turnbull, director del International Institute for Self-governance, abogan por la "gobernanza en red" para avanzar hacia una sociedad realmente sostenible y humanista. En la sección de Temas, el profesor del IESE Miguel Cantillo y Nicholas Corbishley analizan los entresijos de una salida a Bolsa como la de Facebook, mientras que Marta Elvira, Carlos Rodríguez Lluesma y Núria Mas, también del IESE, reflexionan sobre las oportunidades que ofrece el envejecimiento de la población a la hora de revitalizar el sistema sanitario y asistencial. En otras secciones, la entrevista al presidente de Toys "R" Us para Europa muestra que la industria del juguete no es un juego de niños, el caso de Kola Real apunta los dilemas de las nuevas multinacionales emergentes y el reportaje sobre el transporte durante los Juegos Olímpicos de Londres ilustra la complejidad logística de este evento global....

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IESE's Rafael Andreu and Josep M. Rosanas make seven key recommendations to move us toward a more humanistic...

IESE's Rafael Andreu and Josep M. Rosanas make seven key recommendations to move us toward a more humanistic model of management. Claudia Peus (TUM School of Management, Technische Universität München) looks at some humanistic leadership principles underpinning successful organizations, and offers guidelines for managers on the factors that are hugely important for managing organizational change initiatives effectively. Michael Pirson (Fordham University Schools of Business) and Shann Turnbull (International Institute for Self-Governance) propose the adoption of network governance, which they say would prevent power abuse and allow for greater cooperation among all stakeholders. IESE's Miguel Cantillo and Nicholas Corbishley discuss what companies, like Facebook, can hope to gain from going public. IESE's Marta Elvira, Carlos Rodríguez Lluesma and Núria Mas identify best practices and business opportunities in the management of care services to cope with the aging populations of industrialized countries. Antonio Urcelay, president of Toys “R” Us Europe, discusses the challenges of his sector, including outsourcing to China, the rise of emerging markets, e-commerce, and the role and responsibility of management. The case study on Kola Real considers the Latin American cola maker’s chances of becoming a top multinational in a soft-drink market dominated by Coca-Cola. And David McNeill, of Transport for London, talks about the logistics of moving millions of visitors during the London 2012 Summer Games....

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La maquinaria de los negocios se ha estropeado. Necesitamos recuperar la dirección humanista para que...

La maquinaria de los negocios se ha estropeado. Necesitamos recuperar la dirección humanista para que vuelva a funcionar. Este dossier incluye los artículos: ?Manifiesto por una gestión empresarial más humana?, de Rafael Andreu y Josep Maria Rosanas; ?Claves para conseguir un liderazgo de altura?, de Claudia Peus; ?Un gobierno corporativo a prueba de crisis?, de Michael Pirson y Shann Turnbull....

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This case study involves a commercial bank, Invest & Right, and an executive training company, Format,...

This case study involves a commercial bank, Invest & Right, and an executive training company, Format, that is part of the bank's group of companies. In one situation, the bank sends Format an order for an executive training course. When the bank's training department director receives Format's quote, he says they will opt for an outside vendor. This decision triggers a conflict between the human resources manager and Format's CEO. The document provides details on Invest & Right, Format and the various offers received by the HR manager. Information is also provided about the bank's efforts to give its executives freedom on procurement choices. ...

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El caso analiza la inversión directa de una empresa mediana española en el Brasil. Explica las razones...

El caso analiza la inversión directa de una empresa mediana española en el Brasil. Explica las razones cuantitativas y cualitativas que apoyan esta decisión, los posibles escenarios de cash flow de cara al futuro, la problemática que puede surgir y cómo un cash flow negativo de la filial puede afectar al cash flow positivo de la matriz. Tiene en cuenta la solvencia financiera de la casa matriz que, aunque no es muy importante, ante la posibilidad de realizar una operación de compra en Brasil se atreve con tal contingencia. Se calcula el TIR del proyecto, se analizan las diferentes fuentes de financiación de una inversión directa en el extranjero y finalmente se hace un análisis crítico de la opción de financiación escogida....

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Nota del instructor sobre el caso DPO-244, "Atam: innovando en el sector social", para utilizar en clase.

Nota del instructor sobre el caso DPO-244, "Atam: innovando en el sector social", para utilizar en clase....

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The document "Raunchy E-mails, Too Much Drinking and Dirty Dancing" presents three cases related to sexual...

The document "Raunchy E-mails, Too Much Drinking and Dirty Dancing" presents three cases related to sexual harassment that occurred in a leading consulting firm, a retail company and a private bank, respectively. In the first case, a group of male consultants prepared an e-mail including the name, photo, and department affiliation of about 12 female colleagues and asking other people to evaluate the attractiveness of each photo in order to obtain a "top ten" ranking. However, the e-mail spread outside the firm, reaching thousands of people. The consulting firm came under fire and declared that it would open a formal investigation into the affair. In the second case, Michelle, a 43-year-old female senior manager at a French retail firm, invited Jonathan, the CFO's good-looking 38-year-old assistant, for a drink. It was a casual invitation, since she had never noticed him before that night. After some drinks, Michelle invited Jonathan to her apartment. The next day, Jonathan complained about the situation to the HR manager. "Mr. Fay, please don't misunderstand me. I cannot say that I did anything against my will. But, in some way, I know that I felt some underlying obligation simply because I was with a really important person in our company. It's difficult to say no, even to a nice person like Ms. Michelle Maigny, when you are 10 levels below her position in the company. I think that employees like me should be protected from situations like this. I'm not asking for anything for myself, but I ask that you change our firm's policies." In the third case, Deborah, a manager at the M&A Office of a top private bank, contacted the company's CLO to complain about some of her team's habits. There were 19 men and two women on the team. The celebrations upon completion of each project were organized in men's clubs. Deborah had significant problems with this tradition because she was excluded and also because her colleagues' behavior would change after those nights. ...

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Este caso trata de un banco comercial, Invest & Right, que dentro de su grupo de empresas cuenta con...

Este caso trata de un banco comercial, Invest & Right, que dentro de su grupo de empresas cuenta con una para la formación de directivos, Format. En un momento determinado, el banco quiere realizar una formación para sus directivos, y se la encarga a Format. Cuando el responsable del Departamento de Formación del banco recibe el precio de la propuesta de Format, comenta que finalmente se va a decantar por un proveedor externo. En ese momento, surge el conflicto entre el director de Recursos Humanos y el director general de Format. En el documento se facilitan datos de Invest & Right, de Format y de las distintas ofertas recibidas por el director de Recursos Humanos; también de los movimientos del banco para dar libertad de subcontratación a sus directivos.c ...

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On April 20, 2010, Deepwater Horizon—a floating, semi-submersible, dynamically-positioned drilling unit—exploded...

On April 20, 2010, Deepwater Horizon—a floating, semi-submersible, dynamically-positioned drilling unit—exploded after a massive natural gas gusher from a natural reservoir located more than 13,000 feet under the sea floor. The explosion killed 11 people working on the platform and injured 17 others. After the explosion, an estimated 4.9 million barrels of oil spilled into the Gulf of Mexico over a period of 87 days, causing unprecedented damage to the environment and to the local economy. BP was the main lease operator in that area and the main company responsible for the Deepwater Horizon drilling project. According to the National Commission on the BP Deepwater Horizon Oil Spill and Offshore Drilling, the explosion was caused by poor security procedures and manual errors. However, at the time of the accident, the Deepwater Horizon team met the regulations and indications stipulated by the Mineral Management Service (MMS), the US Government agency responsible for guaranteeing the safety and security of offshore drilling rigs. During the three years prior to the accident, Deepwater Horizon had not received any citation for non-compliance. After the accident, BP's top management had to deal with at least three critical issues. First, understanding who should be responsible for setting proper safety standards. Is this the responsibility of the MMS or BP? Second, it had to design an international safety regulation. Should BP adopt homogeneous safety standards around the world, or should it just adapt to local legislation? Third, it faced defining its role and responsibility in the safety standards of its operational partners. Should BP be responsible for imposing safety standards on its contractors around the world? ...

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En noviembre de 1999, después de años de duro trabajo, Jesús de Benito, propietario y director general...

En noviembre de 1999, después de años de duro trabajo, Jesús de Benito, propietario y director general de S&P, empresa que implantaba SAP y otros servicios informáticos, vislumbraba la posibilidad de trasformar la empresa que había creado en una importante suma de dinero....

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