Articles by Mark Mallinger, PhD
Mark Mallinger, PhD, is a professor of applied behavioral science at the Graziadio School of Business and Management's at Pepperdine University. He teaches in the full-time, fully-employed, and executive programs. Dr. Mallinger is a management development consultant and has published works in a number of academic and practitioner journals.
The process used to gather information in making decisions can be as important as the decisions. Do you rely more on sophisticated analytics or intuition?
Fourteen years later, what have we learned about leadership? Have the predictions held true regarding management skills necessary for effective enterprise?
Paperny’s objective in getting the message across regarding consequences for unethical/illegal actions is very effective. Readers will appreciate the visceral connection with each chapter.
Throughout the book Dawson provides a sophisticated set of frameworks to prepare senior managers for creating evocative change.
Levine’s 10 principles of “resolutionary thinking” put forth a unique perspective in understanding conflict and action steps necessary for resolution.
The purpose of this article is to examine how organizational culture influences the likelihood of success for change strategies, and to provide tools for the reader to apply within his or her organization.
This article explores the relationship between organizational culture and business strategy that has propelled Trader Joe’s to extraordinary success.
As our world economy becomes more global, the need to understand and deal effectively with the practice and acceptance of corruption will become increasingly important.
Jeff Shell, former CEO of Gemstar-TV Guide International, Inc., discusses leadership in the digital age.
Managers who use emotional intelligence can ameliorate job insecurity and help to reframe the situation so that it positively impacts employee performance.