In two sessions, we interviewed Eric Barends, the Managing Director of the Center for Evidence-Based Management (CEBMa). Eric is based in Amsterdam (Netherlands) and advises management teams and boards of companies and non-profit organizations on evidence-based management and development. In our first interview Eric provides an overview about the benefits of evidence-based management in business. In session two we have a look at the origin of evidence-based management, why evidence-based managers rely on fours sources of evidence and that not all evidence is created equal.
In two sessions, we interviewed Eric Barends, the Managing Director of the Center for Evidence-Based Management (CEBMa). Eric is based in Amsterdam (the Netherlands) and advises management teams and boards of companies and non-profit organizations on evidence-based management and development. In this first session Eric discusses the foundation of evidence-based management and its benefits in business.
The great works of drama offer a wealth of lessons for business leaders. Shakespeare’s King Lear, for example, displays the dangers of a narcissistic, erratic leadership style. Moliere’s The Misanthrope warns against excessive, untactful honesty. This blog post focuses on Anton Chekhov’s The Cherry Orchard. Building on a previous post on social systems theory, I will look at Chekhov’s play through the lens of Niklas Luhmann’s theory of society. I will look particularly at forms of social differentiation and the obstacles to cognitive processing of social system change and its implications for business leaders.
Research findings across a variety of industries and organizations indicate that a strong management team is a key ingredient of organizational performance. While this claim might sound straight-forward, recent examples from the corporate and public sector show that it is incredibly difficult to build and develop a management team that functions well. In this blog post, we take a look at six signs of an ineffective management team that threatens organizational performance in this blog post.
The aviation industry has reached an unprecedented safety level. 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 by management as a 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?
Politics exist in all organizations but it is interesting to consider whether organizational politics can be a blessing or a curse. This blog post draws on scientific evidence to illustrate how politics can be effective for an organization through a) drawing on the political skills of the talent within the firm and b) implementing strategies that curtail ineffective organizational politics.
This blog discusses the importance of being politically skilled within work organizations. Organizational science researchers have highlighted the importance of political skills in being effective in the workplace. There is a body of research to show that those who have strong political skills tend to be better performers and enables the organization to be more effective. This blog describes the behaviors of politically skilled individuals and describes the positive outcomes associated with political skills. The blog also describes how organizations can implement interventions to enable employees to hone political skills.
In line with our critical thinking approach here at CQ Net, in this blog post we want to look beyond the traditional management understanding of organizations as machines. Sociology has a long tradition in offering theories and systems of thought on how societies, organizations and teams work and relate to each other. One of these approaches is 'social systems theory'. Carlton Clark has a look at this grand social theory and its implications for management practitioners.
Life as a working professional involves taking risks, enduring frustrations, and recuperating in the face of failure. However, not all people are born with a high level of emotional resilience, nor is everyone given the training and support to develop it later in life. As a manager, however, you can take individual and organization-wide steps to foster employee resilience. While some individual employees will always be more naturally resilient than others, with proper supports in place your entire team can be resistant to set backs, and motivated in the face of challenge and change.
The capability to lead and influence people is essential for success even beyond management. Professionals without a formal leadership role find themselves more and more often in situations where it is key to deliberately influence people, teams, divisions or the whole organization. Thus despite – or perhaps precisely because of its great relevance, leadership is often seen as something mystic. This impression is reinforced by a large number of popular business bestsellers about leadership, CEO biographies, and executive consultants who rely on individual experiences and anecdotal evidence when writing and talking about leadership. These sources generally provide only a limited informative value and therefore are of questionable use for the development of leaders and professionals.