Management Archives

The Family-Owned Business

The Family-Owned Business

Guidance on how to deal with three common pitfalls of the family-owned business: lack of written agreements, ignoring fiduciary responsibilities, and not planning for the future.

By Michael J. Conway, JD and Stephen J. Baumgartner, MSc (Econ)


Businessman loses his focus

Seven Neurotic Styles of Management

Neurotic management styles tend to undermine and obliterate the effectiveness of organizations and people and lead to reckless results.

By Kurt Motamedi, PhD


Basketball hoop

The Positive Psychology Approach to Goal Management

Positive Psychology provides guidance to help leaders more effectively manage goals by focusing on such factors as personal values, persistence, and confidence.

By Charles D. Kerns, PhD, MBA


Preparing for a Future Labor Shortage

Demographic trends predict a shortage of skilled workers as the baby boomers retire. What can you do to ensure that you maintain a productive enterprise?

By Donald M. Atwater, PhD and Aisha Jones


Build a Culture of Value Creation

A successful Value-Based Management program requires the entire organization’s participation.

By Steve Chopp and John K. Paglia, PhD


Teams Use IT to Manage Client Impressions

Customer satisfaction depends heavily on clear communication. Reap the benefits and avoid the pitfalls of e-mail and videoconferencing with these suggested communication guidelines.

By Lindsley G. Boiney, PhD


The Fine Art of Delegation

Tips for delegating tasks and keeping them delegated including ways to prepare yourself and your subordinates.

By Richard C. Rierdan, PhD


Downsizing with Dignity

In downsizing, managers are urged to create a learning environment by working with their employees.

By Ann Feyerherm, PhD


What’s the Problem?

Proximal objectives can help managers clarify complex business problems.

By Stewart Fliege, PhD


What Directors Need to Know

Directors must know what information is needed to govern effectively – and take responsibility for getting it.

By W. Bradley Zehner II, PhD