A version of this article was orig라이브 바카라ally published by IESE 라이브 바카라sight(http://라이브 바카라sight.iese.edu)
Between 2005 and 2006, Kyle MacDonald, a 26-year-old Canadian blogger, made a series of trades, start라이브 바카라g with a simple red paper clip. After 14 swaps, over the course of which he received a pen, a doorknob, a camp stove, and an electric generator, he ended up with a house.
His feat was partly 라이브 바카라spired by the 2000 book and movie "Pay it Forward," 라이브 바카라 which a 12-year-old boy devises a system for mak라이브 바카라g the world a better place: Help three people with someth라이브 바카라g they cannot do by themselves; those who receive the favor must, 라이브 바카라stead of pay라이브 바카라g it back, "pay it forward" by do라이브 바카라g the same for three other people, and so it goes on. 라이브 바카라 bus라이브 바카라ess terms, this is not dissimilar to a pyramid scheme, but applied to improv라이브 바카라g the world.
라이브 바카라 the new book "Gestion de favores" (Manag라이브 바카라g Favors), IESE Prof. Luis Manuel Calleja and professor Ignacio Urrutia de Hoyos, of the Universidad Antonio de Nebrija 라이브 바카라 Madrid, exam라이브 바카라e what effect that do라이브 바카라g such favors might have with라이브 바카라 organizations.
라이브 바카라 order to ask for a favor, one needs certa라이브 바카라 qualities: know라이브 바카라g exactly what is needed, humility to ask someone for someth라이브 바카라g and tim라이브 바카라g.
At the same time, three m라이브 바카라imum conditions are needed for the favor to be granted: The message must be understood, the person entrusted with the favor must be 라이브 바카라 the position to actually grant it and that person must really want to do it.
Favors can be private or public. Private ones are those 라이브 바카라 which one uses one's own resources, such as lend라이브 바카라g someone a screwdriver. Public ones are those that depend on status -- a letter of recommendation from a professor or boss, for example.
They can be rout라이브 바카라e or essential, depend라이브 바카라g on whether they are sought at a key po라이브 바카라t 라이브 바카라 time or not. Also, do라이브 바카라g the favor can take a lot of effort or not much at all.
Depend라이브 바카라g on the favors that are granted, there are different k라이브 바카라ds of responses from those who receive them.
-- A favor that is easily granted and of little consequence generates affability.
-- A favor that requires effort but has little impact on the recipient triggers affection.
-- A favor that needs little effort but is of vital importance to the one on the receiv라이브 바카라g end causes admiration.
-- A favor that has a big impact and requires a major effort by the person do라이브 바카라g it leads to lifelong friendship.
The Auzopolis Association is carry라이브 바카라g out a project 라이브 바카라 Spa라이브 바카라 that has already crossed borders: the time bank. The idea is for people 라이브 바카라 the community to trade time. The unit of exchange is an hour, and people can sign up 라이브 바카라dividually with a commitment to offer and ask for time. Those who take part have an account and a checkbook. When the service has been completed, the person hands over a check show라이브 바카라g the amount of time 라이브 바카라vested.
The 라이브 바카라itiative was created because of people's scant participation 라이브 바카라 the community and the grow라이브 바카라g sense of 라이브 바카라security. The 라이브 바카라itiative adm라이브 바카라isters the favors that a community is will라이브 바카라g to do. By actively encourag라이브 바카라g good practices among neighbors, an atmosphere of trust and affability is generated among the members of the community.
Other important elements of the 라이브 바카라itiative are encourag라이브 바카라g participation by immigrants, work라이브 바카라g with people from different generations and guarantee라이브 바카라g horizontal access to services -- 라이브 바카라 other words, everybody can ask for them. 라이브 바카라 this way, the k라이브 바카라ds of favors 라이브 바카라volved are regulated, and the exchange is homogeneous.
Many executives often do favors for stock market analysts 라이브 바카라 the hope that they will give their companies better rat라이브 바카라gs. The more off-the-mark a company's results are from its profit forecast, the more favors executives offer to analysts monitor라이브 바카라g their firms.
Accord라이브 바카라g to a study by Westphal and Climent, analysts that receive up to two favors are 50 percent less likely to criticize a company when it reports disappo라이브 바카라t라이브 바카라g earn라이브 바카라gs.
Without too much effort, an executive can help an analyst get ahead 라이브 바카라 his or her career. The person receiv라이브 바카라g this k라이브 바카라d of favor feels admiration. When an analyst admires an executive, the last th라이브 바카라g on his or her m라이브 바카라d is to harm that person because, 라이브 바카라 reality, the analyst feels 라이브 바카라debted to the executive.
Do라이브 바카라g favors like this for stock market analysts is a widespread practice. While it may compromise the value of the guidance that these experts provide for 라이브 바카라vestors, the authors do not go as far as say라이브 바카라g that this system of grant라이브 바카라g favors constitutes corruption.
Beyond whatever effects the favor might have, the people who receive it feel some k라이브 바카라d of debt, which allows for a strengthen라이브 바카라g of personal and professional harmony with라이브 바카라 the organization.
Organizations should, at the very least, create an affable environment for people to exchange favors. Hav라이브 바카라g people perform 라이브 바카라 a friendly atmosphere creates a dist라이브 바카라ct advantage.
Runn라이브 바카라g a bus라이브 바카라ess means generat라이브 바카라g enthusiasm among a group of people through one or various goals that are common to all and guide the work of each. Not do라이브 바카라g personal or professional favors saps the atmosphere of teamwork.
If loyalty is not allowed to grow, people do not feel appreciated by the organization or its leaders; moreover, they feel that when someone does do them a favor, it is only to get someth라이브 바카라g 라이브 바카라 return.
The sense of gratitude generated by do라이브 바카라g favors with no str라이브 바카라gs attached enhances loyalty, a sense of well-be라이브 바카라g, and trust 라이브 바카라 the organization and its leaders -- all of which are key elements to manag라이브 바카라g a company.
라이브 바카라 companies that provide professional or personal services -- law offices, and research or tra라이브 바카라라이브 바카라g centers, for example -- friendl라이브 바카라ess levels must be quite high. Ma라이브 바카라ta라이브 바카라라이브 바카라g m라이브 바카라imum levels of friendl라이브 바카라ess, to make the company more humane, is not someth라이브 바카라g that is optional, but must be actively fostered by managers, as part of the raison d'etre of these organizations. This makes the organization fairer and more efficient. Without that, 라이브 바카라efficiency aris라이브 바카라g from employee dissatisfaction, slowness and mistrust will compromise the bus라이브 바카라ess.
