Les transporteurs aériens Air Canada et WestJet pourraient devoir se défendre contre une action collective pour avoir commencé à imposer à leurs voyageurs des frais pour les bagages enregistrés à quelques jours d'intervalle.
...Aux yeux de Karl Moore, un expert en aviation de la faculté de gestion de l'Université McGill, les allégations de collusion sont tirées par les cheveux.
MOST companies worry about discriminating against their employees on the basis of race, gender or sexual preference. But they give little thought to their shabby treatment of introverts. Carl Jung spotted the distinction between introverts and extroverts in 1921.
In the Silicon Valley, many senior leaders are introverted—in fact, many more than in most other industries we’ve studied in our research of over 200 C-Suite Executives. There are some great lessons that we can learn about introverts from the Valley.
Many increasingly put great emphasis on pursuing employee engagement. Simply put, we believe that the pursuit of employee engagement as an end goal is a strategic error. To get great employee engagement you must first start with engaging the top leadership.
Read full article: Forbes, August 31, 2016
Introverts can make great networkers—that’s what really came home to me last night. Rather than acting like my usual extroverted self at a group gathering, I thought I should network half the time like an introvert, and it worked like a charm!
Read full article: Huffington Post, September 1, 2016
Using insights from his forthcoming book on millennials, Karl Moore of McGill University joins BNN for a look at why leading and managing doesn't work with this demographic, and why you need to listen more and talk less to let millennials excel if you want your business to succeed.
Read full article: BNN, August 26, 2016
Young workers need to be managed differently.
Karl Moore tells us why collaboration is more important than hierarchy when it comes to getting the best out of the new workforce.
Listen to the full interview: ABC, August 27, 2016
After more than a decade of rising in the ranks of the public service, I began to question my career path. It was a career like many that had taken time to build. As a Canadian diplomat, I looked to a potential future with a great salary, a pension, international travel, and most of all, the prestige of representing Canada on the world stage.
Alimentation Couche-Tard Inc. will buy U.S. retail rival CST Brands Inc. in a takeover deal worth $4.4 billion.
The two companies had been rumoured to be working on a pact since last week, and on Monday, the Quebec-based convenience store chain confirmed their offer.
..."What they have learned to do very clearly is to bring the best ideas from the acquisitions to the whole group and develop them," said Karl Moore, Associate Professor at McGill University.
Your boss promotes his incompetent nephew, even though he’s clearly not management material. The company owner’s 20-something daughter gets a private office, but almost every other employee works in a cube. Your co-workers who are chummy with management always get the plum assignments, while others are stuck with busywork. Favoritism rears its ugly head in many offices, and as an employee, there’s not a lot you can do about it. Nepotism at work may be unfair, but it’s not exactly illegal.
You’ve probably noticed how much cheaper domestic flights are in many other parts of the world. Given that gap, a Conservative Party leadership contender wants to make big changes by allowing more foreign involvement.
An actor’s job is to create and bring to life characters, much like a senior leader may have to put on a game-face in order to better lead a team. Traditionally, analysis and critical thinking were valued over emotional intelligence and people-skills due to the fact that the former are more easily quantifiable. In today’s digital age, much has changed. Dale Carneige, Stephen Covey, Ray Dalio, many others have professed the importance of living consciously and developing emotional intelligence through well-constructed advice.
Geoff Molson, 45, is president and CEO of CH Group Limited Partnership, owner of the Montreal Canadiens, Bell Centre and Evenko, and chairman of the board of Molson Coors Brewing Co.
My father taught me to never expect anything that others wouldn’t be able to expect as well. In Montreal, with the name Molson, you could very easily put yourself in a position where you would expect things in life. My father’s advice has served me well and has led me to work harder and achieve things, but also be humble and not be different from anyone else.
An article in today's Globe and Mail I wrote based on two interviews with Geoff, the CEO Series radio show on CJAD and then a follow up interview. Genuinely a fine person.
Geoff Molson, 45, is president and CEO of CH Group Limited Partnership, owner of the Montreal Canadiens, Bell Centre and Evenko, and chairman of the board of Molson Coors Brewing Co.
Read full article: LinkedIn, July 18, 2016
This is Karl Moore of the Desautels Faculty of Management at McGill University with Talking Management for The Globe and Mail. Today I am sitting down with Chris Marquis, from Cornell.
