Organizations utilize personality inventories such as the Five Factor Model of Personality for a range of purposes including selection and recruitment and employee management. Over the last twenty years, HRM scientists and practitioners have identified the Five Factor Model as a useful tool in predicting employee performance across a range of jobs and settings. This blog post describes the Five Factor Model also called Big Five and how the model can be utilized to increase organizational effectiveness.
When employees embark on a training course, the most important criterion for success is that they transfer the skills they have learned back on the job. There has been much research on those factors that lead to employee training and development success. However, learning transfer is still an issue within the Human Resource Development (HRD) community.
From a practitioner’s point of view, academic disciplines especially from the social sciences may at first sight not seem relevant to the daily practice of administering and leading a firm. However, the field of sociology (or the study of society, social institutions and social relationships) is extremely influential and useful for business management.
The phrase coaching is popular in today’s management circles and has received both complimentary and critical attention. One of the most popular types of coaching to emerge from management development research is executive coaching. Executive coaching is a custom-tailored intervention that has become popular in corporations over the past thirty years (Smither, London, Flautt, Vargas & Kucine, 2003).
Anthony Giddens's Theory of Structuration is one of a set of grand social theories that are capable of describing the very foundation of social systems such as teams, organizations and the society. One of the key characteristics of Giddens's theory is the understanding of structure as duality: On the one hand structures of social systems such as norms, symbols, and physical objects etc. enable social practices. On the other hand they are reproduced and thus are a result of social practices. This understanding opens up a variety of new perspectives for managing organizations. In this blog post we have a look at some of those perspectives such as Strategy as Practice and derive key take-aways for managers and professionals.
Niklas Luhmann one of the most influential sociologists of the 20th century and father of the social systems theory once stated that organizations are made of decisions (Luhmann 2000). He even went further and argued that every decision taken builds on past decisions which accumulate to an organization’s future. On a more practical level making the right decision can be a matter of life and death in high risk environments such as aviation, medicine or the military. In business decision-making quality is a key determinant of organizational performance. We’ll have a look at the state of decision-making in the business sector and how Evidence-based Management can help you as a manager and professional to improve your decision-making quality.
The concept of Corporate Social Responsibility (CSR) has been on the radar since the 1950s and has altered the way many organisations conduct business. To which extent should organisations align their goals to be socially responsible? Is it worth making a commitment to the social good? Which management practices help drive CSR? Insights from Evidence-based Management (EBM) show that CSR has many positive effects and does not have to mean altering a strategy - rather, small steps can yield big outcomes and help firms create sustainable value in mindset and organisational culture.
Organisations often face tensions in reconciling their social and ethical values with daily practice. Drawing from broader literature across sectors, it emerges that social justice management is an approach with useful practices for all organisations. Learning to balance moral value with material interest can help organisations stay on top of change, remain flexible, and gain more commitment from employees. Through social justice-based strategies for management organisations can learn to ‘practice what they preach’, reconcile tensions, and stay true to their values.
The aviation industry has reached a safety level not seen before. This is an outstanding achievement taking into consideration that global air traffic is on the rise and every new aircraft becomes technically more sophisticated. Of course, one of the reasons for this achievement is superior technology. However, without a crew that performs well technology would be useless. A considerable body of evidence indicates that one reason for this strong safety track record in aviation is due to airlines conducting Crew Resource Management trainings as means to improve team performance. Initially inspired from management as team development intervention, Crew Resource Management has become a de-facto standard in the aviation industry. Is it time for management to re-adapt what the aviation industry has developed to the next level?
Have you already completed your organization’s agile transformation? Where do you apply SCRUM in your organization? Agility and agile frameworks such as SCRUM are the new Holy Grail for private and public sector organizations. As a manager and professional you might wonder whether you should jump on the agility bandwagon or whether it is just another management fad you can confidently ignore. We take a closer look at the scientific foundation of agility and one of the most popular agile frameworks called SCRUM in this blog post.