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The Oxford Review Volume 3 Number 7

The Oxford Review Vol 3 No 7

In this edition What we can learn from resilient children What large organisations can learn from SME’s in terms of project management What is the impact of organisational knowledge loss due to employees leaving? Using evidence in evidence-based practice: Integrating practice and research This one thing predicts intercultural harmony and productive working relationships The one […]

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CEO characteristics and their impact on organisational performance – Special Report

CEO background

Keywords: Leadership, management, CEO, CEO characteristic, CEO background, performance, organisational performance, leaders characteristics, leaders backgrounds, Chief Executive Officer   Whilst there is little doubt that organisational performance relies on a multitude of factors, one of the most prevalent are the characteristics of the organisation’s Chief Executive Officer (CEO). This has been a growing area of […]

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The Oxford Review Volume 3 No 11

The Oxford Review Vol 3 No 11

In this months edition (Volume 3 No 11) 3D virtual learning environments: do they motivate or undermine sustained engagement? Empowering leadership styles in cross-cultural situations Evidence producing organisations: what they are and how they have developed How Transformational Leadership Increases Employee Performance Measuring organisational coaching outcomes Micro-learning: what it is and how it integrates with […]

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The Oxford Review Vol 4 No 2

The Oxford Review Vol 4 No 2

In this month’s Oxford Review In this month’s Oxford Review Can Action Learning be used to improve knowledge, skills and confidence in communications? Characteristics of a successful sales person: Valid measurements of performance Emotions and their role in the shaping of self-identity Evaluating industry 4.0 organisational readiness Group identity and decision-making: information cascades and decision […]

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Implementing lean and organisational development: defining lean change

Research Briefing

Keywords: Organisational development, lean, lean change, organisational change, management, lean management, change Many businesses fail to sustain lean practices after adopting them. One of the reasons is that adopting lean in a traditional organisation requires a significant level of change in organisational, behavioural and cognitive thinking. A new study by researchers from New Zealand looked […]

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The 4 factors that makes a manager good at performance appraisals

Research Briefing

Keywords: performance appraisals, management, appraisal discrimination New study has just been published looking at how managers orient themselves towards performance appraisals to see if there is an underlying structure towards the ratings they give and whether discrimination plays a significant part in performance appraisals. The study looked at 498 managers and their behaviours with performance […]

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How people get away with wasting time at work

Research Briefing

Keywords: Time banditry, wasting time, impression management, management of shared meaning, time management, management A recent survey of 10,044 employees found that workers waste just over two hours a day in their jobs. In the United States this is estimated to amount to a loss of some $759 billion a year. It is, therefore, not […]

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Developing and supporting the organisational manager-coach

Research Briefing

Keywords: coaching, management, manager-coach, management development, management support A concept that has gained much ground in many organisations is the idea of the manager-coach, or managers who have the capability to coach their employees. Whilst there is a lot of research around the development of coaches in general, there is little research around what support […]

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The six factors that increase employee satisfaction with performance appraisals

Research Briefing

Keywords: performance appraisal, annual appraisal, employee performance, management, employee satisfaction There is a significantly low level of employee satisfaction with organisational performance appraisals in general, which includes a degree of cynicism and mistrust about the usefulness and accuracy of such instruments. Even amongst management populations confidence in performance appraisals is not high. A new review […]

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The things managers believe: How evidence-based are managers really?

Research Briefing

Keywords: Management, managers, human resource management, evidence-based practice, beliefs, decision-making, research It is largely assumed that good managers use a judicious mix of experience, understanding of the context, learnt knowledge from research, training etc and policy. The question is whether this is true? To what extent do managers actually use good evidence-based practice and learnt […]

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