This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.
Abstract
Purpose
This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.
Design/methodology/approach
This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.
Findings
The old nature versus nurture argument has doubtless been raging since Homo Sapiens developed consciousness: are people the way they are because of innate qualities or because of personal experiences?
Practical implications
The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.
Originality/value
The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.
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Keywords
Management means “getting things done effectively through people”. This implies the importance of leadership and people skills in management practice to achieve optimal results…
Abstract
Purpose
Management means “getting things done effectively through people”. This implies the importance of leadership and people skills in management practice to achieve optimal results. Great managers usually succeed for a number of reasons. They usually possess nine common management practices. This paper aims to identify these common denominators in their character and management practice that define them.
Design/methodology/approach
Case examples are used to illustrate the application of those management practices. Successful managers from well‐known industry giants such as IBM, Nestle's, P&G, Apple, Loews', GE and PepsiCo are profiled to demonstrate how their success can be traced back to those practices.
Findings
The paper demonstrates that every manager can easily apply the nine management practices daily to achieve a successful outcome. While some of these traits appear to be personal habits, it is these simple management habits that influence subordinates to perform their best.
Originality/value
Most good managers are trained, not born. The nine personal practices identified in this paper can be easily adopted on a daily basis. With consistent practice, the nine personal traits help train managers to become more effective leaders in driving optimal performance and motivating subordinates to “get things done effectively”.
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Chyi-Lu Jang, Luke H.C. Hsiao and Shang-Pao Yeh
A fundamental change in the planning and delivery of new housing projects has taken place in the last years, with the focus shifting towards adding value to projects based on a…
Abstract
A fundamental change in the planning and delivery of new housing projects has taken place in the last years, with the focus shifting towards adding value to projects based on a better understanding of housing preferences. This issue becomes even more critical when it is intended to the provision of affordable houses for low and middle income groups. This paper describes a model designed to help developers and housing users to achieve their expectations regarding quality, affordability and including also reasonable profits. Developed through a “methodological pluralism”, this study identifies people-oriented variables and assumptions. The model was developed based on a case study in the city of Guayaquil-Ecuador, and information obtained from field work research was used to test it. The study examines implications and limitations of the model for inclusion of housing preferences considering local conditions and cultural values. The different parts of the model along with data requirements for each part are described. The paper concludes with findings regarding the identification of most preferred attributes by housing users and the use of alternatives methods to incorporate additional value into projects, translated into more appealing profits for developers and the provision of better and more affordable houses for users.
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A. Mavrogianni, M. Davies, P. Wilkinson and A. Pathan
Climate change presents potential increased threats to the comfort and health of urban populations as a result of higher summer temperatures. This paper reviews recent research on…
Abstract
Climate change presents potential increased threats to the comfort and health of urban populations as a result of higher summer temperatures. This paper reviews recent research on the climate change adaptation potential of urban environments and focuses on a major conurbation, London. Recent work relating to the impact of exposure to heat on population health is also noted. Data obtained from a pilot monitoring study carried out in a subset of 36 dwellings (from a total of 110 dwellings in the overall study) across London during the summer of 2009 is then discussed. Preliminary results illustrate the need to quantify the net impacts of individual building characteristics and the location of each dwelling within the London heat island. During a hot period, more than 40% of the monitored bedrooms failed the recommended overheating criteria during the night time. There was some indication of purpose built flats being more prone to overheating. The potential use of such data as the basis of a heat-related health risk epidemiological model for London is discussed. Such a tool would help health policy makers to target the most vulnerable building types and areas.
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Russell Cropanzano, Marion Fortin and Jessica F. Kirk
Justice rules are standards that serve as criteria for formulating fairness judgments. Though justice rules play a role in the organizational justice literature, they have seldom…
Abstract
Justice rules are standards that serve as criteria for formulating fairness judgments. Though justice rules play a role in the organizational justice literature, they have seldom been the subject of analysis in their own right. To address this limitation, we first consider three meta-theoretical dualities that are highlighted by justice rules – the distinction between justice versus fairness, indirect versus direct measurement, and normative versus descriptive paradigms. Second, we review existing justice rules and organize them into four types of justice: distributive (e.g., equity, equality), procedural (e.g., voice, consistent treatment), interpersonal (e.g., politeness, respectfulness), and informational (e.g., candor, timeliness). We also emphasize emergent rules that have not received sufficient research attention. Third, we consider various computation models purporting to explain how justice rules are assessed and aggregated to form fairness judgments. Fourth and last, we conclude by reviewing research that enriches our understanding of justice rules by showing how they are cognitively processed. We observe that there are a number of influences on fairness judgments, and situations exist in which individuals do not systematically consider justice rules.
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Globalization introduces new challenges related to increased levels of diversity and complexity that organizations cannot meet without capable global leaders. Such leaders are…
Abstract
Globalization introduces new challenges related to increased levels of diversity and complexity that organizations cannot meet without capable global leaders. Such leaders are currently lacking, so a theory-based approach to global leader development is needed. A critical intermediary outcome that enables competent global leadership performance is global leader self-complexity, defined by the number of unique leader identities contained within a leader's self-concept (self-differentiation) and the extent to which the identities are integrated with the leader's sense of self (self-integration). This research aims to generate and test a theory of the development of global leader self-complexity through identity construction during international experiences. In Study 1, I gathered qualitative data through retrospectively interviewing 27 global leaders about identity-related changes following their international experiences. Using a grounded theory approach, I developed a theoretical model of global leader identity construction during international experiences, which I empirically tested using quantitative data in Study 2. Specifically, I tested the hypothesized relationships through structural equation modeling with cross-sectional survey data from a sample of 610 global leaders. Findings from both studies indicate global leader identity construction during international experiences primarily occurs through interacting with locals and local culture over a sustained period, motivated by appreciation of cultural differences and resulting in increased global leader self-complexity. These results advance understanding of the global leader self-complexity construct (i.e., what develops) and global leader development processes (i.e., how it develops). Additionally, the findings have practical implications for global leader development initiatives.