Pfeffer J, Sutton R I
Harvard Business Review, (USA), May-Jun 1999 Vol 77 No 3
Start page: 135. No of pages: 8
Considers that modern organizations tend to be all talk and no action.
Traces the origins of the over-respect of ‘smart talk’ to business schools
which grade students on their ability to participate in discussion. Notes
research which shows that negative criticism is considered more impressive
than positive contribution and the use of over-complexity in order to
impress. Cites examples of organizations which exemplify the five
characteristics of action-orientation: strong, hands-on leadership; use of
plain language and simple concepts; asking ‘how’ not ‘why’; mechanisms
which turn talk into action; and respect for experience.
Subject(s): COMMUNICATIONS, MANAGEMENT STYLES, PUBLIC SECTOR
Database: TMA: Top Management Abstracts
Style: Theoretical with application in practice
ISSN: 0017-8012. Reference: 28AS099.
Reproduced by permission of Anbar Management Intelligence