Within organizations, there is inevitably conflict between supervisors and their subordinates and also between team members and peers. However, sometimes there are individuals who are destructive in their behavior because of their leadership style and personality traits (Wright et al., 2017). Workplace bullying is a real problem in organizations and can cause physical and psychological health issues for employees who are being harassed (Branch & Murray, 2015). This blogpost takes insights from research on workplace bullying and CQ Dossiers to introduce a simple step-by-step guideline on how to deal with bullies.
This blogpost takes insights from several CQ Dossiers on teams and introduces a simple step-by-step guideline on what to consider when seeking to solve workplace conflict - useful for all working professionals. While the blogpost mentions teams, these insights can also be applied to one-on-one relationships at the workplace. Simply replace “team” with “organization” or “employer-employee-relationship”.
Niklas Luhmann, one of the most influential sociologists of the 20th century and father of 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, management and organizations, decision-making quality is a key determinant of good performance. We will take a look at the state of decision-making in the business sector and how Evidence-based Management can help managers, professionals and other stakeholders to improve decision-making quality.
Successful management arguably involves constant re-evaluation and seeking of new methods when challenges arise. One of the most recent trends that has grabbed the attention of practitioners has been the idea of “nudging” in management. Based on a groundbreaking book in behavioral economics, “nudging management” promises to help solve organizational problems by relying on subtle “nudges” or shoves to behavior, which promise to better align worker behavior with organizational goals.
Organizational agility is one of the key trends in almost all areas of management. Most of the available knowledge about when to apply an agile approach and how to apply it is related to product development. However, there is much more to organizational agility than the well-known product development tools such as SCRUM and Kanban. Especially in an environment characterized by Volatility, Uncertainty, Complexity and Ambiguity (VUCA), an agile approach is your first choice. In this blog we provide you with a practical guide that helps you decide when an agile approach makes sense for your team, organization or project, as well as with tips on what you should consider when you want to apply such an approach.
Anthony Giddens' Structuration Theory is one of a set of grand social theories that are capable of describing the very foundation of social systems: these include teams, organizations, and society as a whole. 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, these very structures are reproduced by agents and thus are also 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 working professionals.
In recent years, there has been a focus on the destructive side of leadership and how dysfunctional leaders can undermine an organization’s value. In fact, empirical research has focused on the personality characteristics of flawed leaders and have pointed to negative personality traits as predictors of leadership derailment (Hogan & Hogan, 2001; Kippenberger, 1997). There appear to be several personality traits that are related to leader failure yet the three that are consistent across all studies are narcissism, psychopathy, and Machiavellianism, referred to as the “Dark Triad” (Paulhus & Williams, 2002).
Today’s world is characterized as being VUCA - volatile, uncertain, complex and ambiguous. Because of this new and unpredictable environment, it is almost impossible to predict threats or opportunities - at the same time, the potential for disruption is very high. VUCA was a term originally coined in the late 1990 to describe a strategic leadership environment. This already hints at the hidden advantages of this seemingly out-of-reach environment. What is VUCA really about and how can organizations and leaders adapt to it? In the following blogpost, we will consider what VUCA can and cannot bring to the table, and give some tips about how to make VUCA work for you through strategic management.
Is the 21st century the downfall of the hierarchical organization? Taking into consideration current discussions about agility, delayering and network organizations one could think that the days of the hierarchical organization are numbered. We have a look behind those claims and come up with a set of arguments why hierarchies will remain one of the most important forms of organizing in the 21st century knowledge economy.
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 article.