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
Showing 10 of 18 Items
(Note: Many of the case studies you'll find here were developed by The Hitachi Foundation.)
There is widespread recognition that changing technologies and ways of working are increasing the importance of workforce skills and the need for skill upgrading. Yet despite a long history of research on training in the fields of organizational psychology, human resources, and labor economics,...
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...
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.