Professor Worley and a group of organization change practitioners and researchers to comment on often ignored principles in managing change.
Dr. W. Scott Sherman addresses the issues involved in managing strategic change and understanding resistance to change.
Corporations that emphasize meaningful communication, willingness to serve, and common purpose will have more favorable financial and/or investment results.
Embracing conflict in groups is necessary for effective team dynamics and improved performance.
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?
Managing the research environment involves assessing capability, but don’t let stereotypes unduly affect your decisions.
Managers who use emotional intelligence can ameliorate job insecurity and help to reframe the situation so that it positively impacts employee performance.
Senior management support is a key factor in making simulations an effective learning tool.
Gender is among the characteristics associated with diversity and is known to influence team behaviors. Managers must be aware of potential challenges.
New organizational models can help a firm commercialize ideas that would otherwise languish.
Research and experience have shown that teams are more effective than individuals at generating new answers to difficult or novel problems.
What criteria should drive your decision on whether to accept the invitation to serve on the board of directors of a local nonprofit organization?
Does your organization have performance-based goals and rewards in place for every member?
Downsizing typically leads to a widespread lack of commitment but can also bring new energy and enthusiasm which often go unrecognized.