To create effective high-performing teams, businesses need to think about how they treat their workers—how they’re hired, how they’re offered opportunity for advancement, and how their daily work lives are managed.
Leaders set direction, craft an inspiring vision, and provide employees with the tools and training to achieve objectives. As Dwight Eisenhower once put it, leadership is “the art of getting someone else to do something you want done because he wants to do it.”
The concept of “teamwork” encompasses a number of aspects of work—from the formal formation of work teams to informal collaboration with colleagues. When structured well, with shared objectives and incentives, teamwork can be a boon to operational success—and to employee satisfaction.
Investing in employee training is a key aspect of creating high-quality jobs. Whether provided on the job or through internal, external, or online coursework, training can be a catalyst for solving business problems and achieving high performance.
Management Resources Library
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(Note: Many of the case studies you'll find here were developed by The Hitachi Foundation.)
This 2019 MIT Sloan case by Zeynep Ton and Katie Bach describes how the executive team at Mud Bay, a privately held pet store chain based in Olympia, Washington, implemented a good jobs strategy by offering better wages and benefits and seeking to recoup the costs by increasing sales growth and...
This case study by Zeynep Ton and Cate Reavis explores growth strategy questions faced by Managed by Q, an on-demand office cleaning and maintenance startup whose founders sought to create a scalable business that treats employees well.
This MIT Sloan case, authored by Zeynep Ton, Thomas A. Kochan, and Cate Reavis, explores an unusual employee-led protest that took place at Market Basket, a New England-based supermarket chain, during the summer of 2014. Employees protested the firing of Market Basket's CEO because they...
What can we learn from the way management and labor leaders in Germany are working together to address the future impacts of technology on business and the workplace? In this article, Thomas A. Kochan, Wilma B. Liebman, and Inez von Weitershausen draw on insights from a September 2018 event on...
Two recent graduates of MIT Sloan want to let current students in on one of the school’s best-kept secrets: MIT Sloan is a great business school to learn about managing people wisely. With that aim in mind, Jenny Weissbourd MBA '18 and Megan Larcom MBA '18 have coauthored a new guide that...
Billings Clinic in Montana began an extensive onboarding and training program for its medical assistants and introduced a new, four-level career ladder for them. One aim is to help free up other members of the care team to work to the top of their scope of practice.
Duke Primary Care (DPC) launched a project to train some of its certified medical assistants (CMAs) for a new role: encounter specialists who manage patient visits. DPC also developed a career ladder for CMAs in order to recognize their development of new skills.
AltaMed Health Services in California was one of four primary care systems challenged by the Hitachi Foundation to develop a better model of care by transforming the role of medical assistants within the care team. This case study describes the changes AltaMed made and the outcomes that resulted.
Anne Arundel Medical Center in Maryland was one of four primary care systems challenged by the Hitachi Foundation to develop a better model of care by transforming the role of medical assistants within the care team. This case study describes the changes Anne Arundel made and the outcomes.