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.
In recent years, there has also 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).
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.
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.
The concept of Corporate Social Responsibility (CSR) has been on the radar since the 1950s and has altered the way many organizations conduct business. To which extent should organizations 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 or EBMgt) 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 organizational culture.
Organizations 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 organizations. Learning to balance moral value with material interest can help organizations stay on top of change, remain flexible, and gain more commitment from employees. Through social justice-based strategies for management organizations can learn to ‘practice what they preach’, reconcile tensions, and stay true to their values.
The industrial sector is an important pillar of the French, German and Swiss economy. Every year the Industry Day Southwest provides a great opportunity for industrial companies from the Baden-Württemberg region and across the German border from France and Switzerland to strengthen business relationships and learn from each other. We will be participating at the 10. Industry Day Southwest at the Karlsruhe Trade Fair Centre on July 12th. Our main focus will be to introduce Evidence-based Management as means for managers and professionals to move from speculation to impact and develop their companies to the next performance level.
In the wake of the #MeToo Movement, more and more industries are grappling with the fact that sexual harassment is both a widespread and under-reported phenomenon (Khomami, 2017; Jagsi, 2018). Numerous victims, of a variety of genders, have suffered in silence for years while supervisors and colleagues subjected them to unwanted sexual attention. Now, suddenly, accusations are being made public, and victims are being met with greater public understanding and empathy.