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Cambridge Judge Business School Discussions on Organisational BehaviourEpisodes
Episodes of Cambridge Judge Business School Discussions on Organisational Behaviour
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"The boat could be regarded as a bright yellow cash machine floating past." Mark de Rond puts kidnap and being taken hostage above fast-flowing debris and waterborne parasites as he and fellow rower Anton Wright get set to row the River Amazon
Dr Jonathan Trevor is to chair a major summit on what he calls the 'thorny and perennial issue' of reward at work. The day-long conference is being hosted jointly by Cambridge Judge Business School and America's WorldatWork, the association for
According to Dr Jonathan Trevor it's time to revisit the management of pay. Instead of using it to leverage value, it should be approached as a risk with the primary focus on protecting value.In his paper 'From New Pay to the New, New Pay' Dr
A mix of half-day practical and virtual sessions form the backbone of Executive Education’s new Cambridge Business Breakthrough Series, which aims to address challenging business issues.Among these issues, says Executive Education’s Cathy But
Law firms are facing dramatic changes in the legal services sector as it navigates through a 'near perfect storm'. Challenges are being thrown up by the economic downturn fuelled by sophisticated demands around delivery and pricing, off-shoring
"Getting Explicit about the Implicit", co-authored by Dr Jochen Menges of Cambridge Judge Business School, explores the unintentional, spontaneous and often unconscious 'implicit' measures that influence workplace behaviours.
Dr Jonathan Trevor is calling for a new approach to reward policy. Organisations, he says, are really struggling with the issue of performance and relative reward. It is leading to underlying conflict in the workplace, which he warns is discree
Fresh research by Dr Andreas Richter into creative self-efficacy and creativity in teams has thrown new light onto an area overlooked in previous studies. Prior research noted significant but not consistently strong relationships between creati
Dr Mark de Rond looks at why it's so hard to get teams to realise their potential, how to enable people to work more effectively on teams and why there's conflict when a team's intentions are aligned. He questions whether that conflict is harmf
Research by Professor Martin Kilduff reveals that managers who help employees to deal with negative emotions feel their actions are 'extra-role behaviour' above-and-beyond their managerial duties. Employees, he says, do not expect any reciproca
One of the greatest risks to team stability, explains Dr Mark de Rond, recently returned from fieldwork with the high-performance surgical teams at Britain's Camp Bastion military hospital in Afghanistan, is boredom. Under pressure, teams of hi
Top managers 'think', whilst middle managers 'act', but shouldn't both work together to bring about change? Dr Shahzad Ansari explains why middle managers can't play a 'linking role' in the change process unless they are included in the strateg
Morale in a workforce can impact productivity by between 10 and 20 per cent according to Dr Ben Hardy, who has just completed a four-year study into the subject.
Loosely coupled networks, like those used in medieval Britain and 14th century Tuscany, are increasingly being adopted by leading modern companies.
The 'soft HR' approach is best. Senior Lecturer in Corporate Governance Dr Philip Stiles explains why brand reputation will suffer if employees are made redundant in the wrong way. Avoid the knee jerk reaction, engage the CEO to set the tone an
Will changes to employment law make it easier for firms to take workers on, or will it be an erosion of workers' rights? Lifting the burden of regulation on business might make the UK more competitive, but Professor Simon Deakin, Fellow in Corp
Dr Jonathan Trevor explores the challenges of implementing systems that generate desirable behaviour and attract and retain talent.
Professor Martin Kilduff and Dr Jochen Menges say their studies into the self-serving benefits of Emotional Intelligence has revealed a little understood 'dark side' that requires greater investigation!
Dr Jonathan Trevor argues that we will see a move away from large scale public sector organisations which are the providers of professional services to public services organisations which are the commissioners of professionals from the public,
There is no definable body of knowledge that constitutes the skills of management says Dr Richard Barker, a former Director of the Cambridge MBA. It has no professional body controlling membership, enabling practice or exclusion and there can n
The 'software of the mind' - Professor Hofstede explains why cultures with long term perspectives succeed
Next time you are at a social gathering, instead of chatting just to friends and colleagues, why not strike up a conversation with a complete stranger? For the effects of making contacts outside your usual circle may, according to new research
In the past pay was simply a necessary cost to do business. Today pay has viewed as an inducement model, it is the carrot, not the stick. However Dr Jonathan Trevor explains that this practice of using pay as a strategic management tool has bee
More and more companies are being forced to make redundancies as the downturn deepens. Whilst the outcome of downsizing is rarely seen as good, it can still be a success if the process is fair. Dr Philip Stiles gives some advise on 'soft landin
Is it shaped by social imperatives or should it be held as an economic negotiation? Dr Jonathan Trevor discusses this contentious issue, calling for an increase in transparency and more direct dialogue and consensus between shareholders and exe
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