Points out that feedback is essential to improve continually the performance and development of executives. However, executives rarely receive specific, candid feedback about their work. Suggests that most of these individuals are left to manage in relative isolation, wondering if others support the direction they are headed and the methods they employ. Describes how the childhood game “Pin the tail on the donkey” was used with senior business leaders to illustrate how a lack of performance feedback hinders their effectiveness and diminishes the impact of the corporate succession planning process. This non‐traditional, experimental intervention heightened these leaders′ awareness of the importance of providing performance feedback and illustrated the confusion and discomfort perceived by those who work without it.
The purpose of this study is to examine employee imagination and implications for entrepreneurs of China. In 2015, the European Group of Organization Studies released a…
The purpose of this study is to examine employee imagination and implications for entrepreneurs of China. In 2015, the European Group of Organization Studies released a call for papers highlighting poor knowledge of employee imagination in organizations. To address this need, the current study hypothesizes employee imagination consisting of seven conditions common to the organizational experience of Chinese Entrepreneurs.
The current paper reviews the Chinese enterprising context. Cases from China are used to illustrate the effects of proposed conditions and their value for entrepreneurs and innovators in businesses undergoing change.
Employee imagination underpins and conditions how Chinese employees make sense of their organizations and better understand the process of organizational change. From the viewpoint of human resource management, emphasis on coaching and developing imagination enables businesses to stay competitive and adapt to environmental demands such as lack of information, too much information or the need for new information.
The proposed conditions apply to the Chinese context; however, their application to wider contexts is suggested and requires attention.
Employee imagination was found to be a powerful tool, which facilitates the process of organizational change management.
Theoretically, the research adds new insights to knowledge of a poorly understood organizational behavior topic – employee imagination. Practically, the research findings provide mangers with knowledge of conditions, which could be adopted as powerful tools in facilitating organizational change management.