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 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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Metro Bank & Cranfield launch ground breaking banking masters-level apprenticeship

By Cranfield School of Management

Cranfield School of Management has partnered with Metro Bank to launch an MSc in Retail and Digital Banking.

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Taking stock of the Levy

By Professor Daniel Prior

Where are we?

The evidence so far points to employers ‘wasting’ the Apprenticeship Levy - the most significant development in employer-led training yet seen - with more than £1 billion in funds left unspent already and rumours of the expenditure being written off as a tax. Just 8% of levy funds were spent in the first 10 months of the initiative.

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How to be a good corporate politician

By Cranfield School of Management

Company politics is all about reconciling diverse stakeholder interests. In this article, Dr David Butcher and Dr Martin Clarke of Cranfield University’s School of Management look at how managers can encourage employees to be honourable politicians.

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