Author Archive for Kurt Motamedi, PhD, Professor of Strategy and Leadership

The Art of Strategy During a Recession


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In this video interview, Kurt K. Motamedi, PhD, Professor of Strategy and Leadership at the Graziadio School of Business and Management, discusses strategy, strategy execution, leadership styles (including neurotic managers and their impact), keeping employees motivated, and the shift away from economic opportunism occurring in the U.S. and worldwide. Continue reading ‘The Art of Strategy During a Recession’

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Life is (still) Good

Kurt K. Motamedi, PhD

Kurt K. Motamedi, PhD

Once more in my lifetime we are going through an upheaval. This time it is the financial markets and economic condition. There is a great deal of pain and many of our students and communities are fearful and suffering. I would like to share with you an experience of the past and request your reply.

In the early 90s when the market was down and the world was facing another real estate crisis, many of my students had lost their jobs and people all around were economically struggling. It was a time of Charles Keating’s excesses and REOs. In one late night class, the spirits were down and many of my students uncertain about their futures felt hopelessly down.

I asked the students to respond to a hypothetical situation. I asked them to assume that they were rich and well-to-do, but had lost their respective right arms in a recent car accident. Luckily, new technology and medical science would enable the replacement of the arm through cloning. The new arm would be perfect and as good as the old and with absolutely no shortcomings. It would be identical to the lost arm.

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What Price Neurotic Managers?

 

Kurt K. Motamedi, PhD

Kurt K. Motamedi, PhD

Managers are critical resources for national and global economic and social prosperity. They play a significant role in setting direction, executing strategies, and creating success. Their styles, along with their other competencies, impact the productivity and well-being of their employees, peers, superiors, and consequently firms.
 

 

Our observations lead us to categorize four managerial styles at work:

  • Type I: Champion, produces great business success and aspires and maintains high levels of morale and well-being.
  • Type II: Driver, produces business success, but inflict human costs and lower well-being.
  • Type III: Lenient, produces questionable results with high, but short-lived morale.
  • Type IV: Negligent, neither provides great business results nor satisfied employees

Table 1

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