People not processes

By Dr Robina Chatham

Dr Robina Chatham reflects on how she lost sight of the importance of people skills...

My career commenced within the shipbuilding industry. It was the early '80s and I joined a shipyard along with nine other engineering graduates. I spent the first two years on the shop floor as a ‘fitter's mate’ in order to complete my training to become a chartered engineer. During this time I learned little about engineering but a lot about people, industrial relations and shop floor survival tactics.

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Managing and Measuring Sales Performance

By Dr Javier Marcos & Dr Monica Franco-Santos

Sales organisation’s face many dilemmas when managing and measuring sales performance. Sales people may be doing the right thing and may be displaying the right, behaviour, but their results are not captured in the performance measurement systems of their organisations. Very often individuals find themselves trading off between behaviour-based and outcome-based measures.

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The ‘can do' attitude

By Dr Robina Chatham

Dr Robina Chatham considers how to get the most out of your IT staff...

Many years ago, as an analyst programmer, I remember being taught to differentiate between 'customer' wants and needs. The latter were to be addressed, but the former were to receive a polite rejection. But as I have grown older and wiser, and thanks also to my training in psychology, I now understand that wants have an emotional element, and if they are not addressed they can lead to grumpy, dissatisfied and potentially...

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The art of delegation

By Dr Robina Chatham

Do you and your colleagues know when to delegate? Dr Robina Chatham suggests some strategies...

My background is in IT, and I have found the vast majority of IT managers are poor at delegation. I suspect this is also the case in other fields, not because such managers are bad people, but because they do not believe that anyone else can do the job as well as they can. This results in a reluctance to let go or a tendency to micro-manage.

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The Challenge of Business is the Business of Theatre

By Dr Diana Theodores
The pioneering management guru Charles Handy once said “If you want to be successful in business think theatre.” Enter Theatre 4 Business… The driving passion behind my work and brand is the evidence-based belief that the world of theatre offers elegant and critical lessons for business leaders, teams and organisations for radically improving performance. What are these lessons? There are many but today we’ll start with communication. Great performers inspire us because they practice and...
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Apprenticeship education on your desktop

By Dr Toby Thompson

Dr Toby Thompson, Networked Learning Director in the Learning Design and Innovation group at Cranfield University, explains how he, along with Cranfield’s engineering and manufacturing experts, delivers an entirely online engineering post-graduate course, the first of its kind in the UK.

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All of work? All of life? Rethinking the 'work-life balance'

By Professor Clare Kelliher

In a paper published in leading academic journal, Human Resource Management Journal, Cranfield School of Management expert, Professor Clare Kelliher, argues that there is a need to review how we think about ‘work-life balance’.

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Six governance principles relevant to any organisation

By Professor Ruth Bender

We often see corporate governance discussed in the context of codes for large listed companies. But there are many different codes, and many aspects of governance are appropriate to all organisations: large and small, whether for-profit, private sector or public sector. Here are six common principles that can guide any board of directors or trustees.

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Four problems you may face as a non-executive director

By Professor Ruth Bender

You’ve been very successful in your executive career. As you come to the end of your current career, or consider your options for later in life but aren’t there yet, others are suggesting that it would be great to ‘go portfolio’; take on several non-executive posts and use your talents there.

You could make a fulfilling contribution to other organisations while earning money at the same time. Furthermore, if the alternative is complete retirement, which maybe doesn't appeal, this is a great...

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The latest thinking on Organizational Resilience

By Cranfield School of Management

Organizational Resilience (OR) is the ability of an organisation to anticipate, prepare for, respond and adapt to incremental change and sudden disruptions in order to survive and prosper.

But what do Chief Executives think about when it comes to Organizational Resilience and short and long term prospect of business?

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