terça-feira, 6 de novembro de 2012
tentando obviar ao 'off' total...!
vou arranjando [tentando arranjar] uns furos para publicar uns 'dispersos' não alinhados [como ainda ontem aconteceu...!]... mas com 'substracto'...!
segunda-feira, 5 de novembro de 2012
sábado, 3 de novembro de 2012
informação... parece que a gripe está a atacar em força [para estas bandas...!]... logo o modo de edição vai estar em 'off'... durante alguns dias...!
agora não tenho perspectivas [nem tempo] de edição programada... pelo que se terão de limitar ao 'baú' para uma viagem 'ao passado'...
como sempre há já muita coisa para ler...!
sexta-feira, 2 de novembro de 2012
leitura... [tecnologias] das tendências... as novas 'empresas'... e o 'fim' dos... 'patrões'... via business insider...!
"The most innovative tech companies today are building work cultures that fly in the face of tradition.
At companies like Valve and Github, gone are the managers who boss
people around and expect servile compliance. In their place is a flat
organizational structure where individuals manage themselves and each
other to build awesome things through peer management. These are
companies without bosses.
I know what you’re thinking. “How does anything get done?” I admit
that I had the same reaction when I first heard about bossless
companies. But as I worked with and studied innovative companies like Zappos
and up-and-comers like Wistia more closely, I saw how their focus on
company culture drove productivity and motivation without hierarchy and
authority.
What’s at stake can’t be understated, and it’s as Github's Zach Holman recently put it: “The product is the byproduct."
If you get the “people, process, and technology” right at your company,
innovation, motivation, and self-directed engagement will result as a
byproduct. It won’t be something you’ll need to cram down your
employees’ throats.
Trust is paramount, but it’s also the biggest hurdle to overcome
Effective peer management relies on individuals having accountability
and autonomy, and none of that can happen without trust. People who are
stuck on the concept of the traditional hierarchical structure as the
gold standard, or even a necessary evil, once a business has aged
sufficiently and successfully enough to be “established” are buying into
a system of a lack of trust, which drives the need to control. Instead,
peer management works by entrusting and empowering individuals to
control themselves.
A bossless or managerless company doesn’t mean it’s directionless. Peer management is guided by accountability, transparency, and work culture. The result is the autonomy and agility to carry out initiatives, and because of that freedom, those initiatives are very often creative and help mold the stand-out success of a company."
A bossless or managerless company doesn’t mean it’s directionless. Peer management is guided by accountability, transparency, and work culture. The result is the autonomy and agility to carry out initiatives, and because of that freedom, those initiatives are very often creative and help mold the stand-out success of a company."
quinta-feira, 1 de novembro de 2012
entrevista... 'os principais inimigos da segurança social são os seus defensores' ... a joão césar das neves... no oje...!
"A segurança social não vai implodir, diz João
César das Neves. O economista e professor diz que é relativamente fácil
tornar o sistema sustentável, mas este tem grandes inimigos e que são os
"defensores da segurança social", que sistematicamente atiraram para
cima do sistema várias obrigações que o fragilizaram."
um 'cheirinho' para quem estiver interessado [a ler...]... aqui.
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