Coaching und Neurowissenschaften

Representatives of coaching hold that coaching and psychotherapy largely overlap regarding concepts and methods. Therefore, they recommend to adapt from established psychotherapies like behavioral therapy or psychoanalysis scientifically proven concepts and successful treatments. However, psychological and neurobiological personality and effectiveness research demonstrates that the established psychotherapies reveal clear deficits in their working concepts and interventions. In general, the trustful relationship between client/patient and coach/therapist, called “working alliance” or “therapeutic alliance” turns out to be the most effective factor. There is no other form of interventions that is equally effective in all clients or patients. Thus, any coach must be capable of sufficiently identifying the mental state of the client, his/her unique personality, type and strength of his/her deficits and the available resources. Each treatment must occur in parallel at three different levels, i.?e. the mental state and memories, behavior and the manifestations of deficits and problems in the body state.     

Strategic planning in government-dependent businesses

As the role of government has expanded in various countries, standard distinctions between the public and private sectors have become blurred. This paper explores the special context within which strategic planning must take place in organizations with a very high dependence on government. Four types of government dependency are considered: ownership dependency (public enterprises); regulation dependency (private, regulated firms); input-dependency (e.g. non-profits dependent on state funding); and output-dependency (e.g. defence contractors who sell a considerable portion of their output to governments).Despite their seeming differences, all four types of government-dependent organizations (GDOs) experience five distinctive problems that seriously limit the relevance of traditional planning models (or what are often referred to as ‘rational, comprehensive models’). They are: fragmented strategic decision-making authority; heightened goal ambiguity; politicization of strategic decision-making; short-term orientation and internal bureaucratization.The concepts of strategy and strategic planning are as relevant to Government dependent organizations (GDOs) as they are to other kinds of firms, although the planning system has to be designed somewhat differently. Six tentative guidelines for designing the planning system in GDOs are presented in the paper: (1) plans must be ‘negotiated’ rather than ‘formulated’ in GDOs; (2) outsiders must be involved in the planning process; (3) socio-political issues must be integrated with technoeconomic tissues; (4) top management must play an active role in running the system, especially in managing interfaces with government; (5) the planning system should emphasize flexibility over discipline or rigor and (6) plans must be written up with the expectation that much of their contents could become public knowledge.The paper concludes with the view the GDOs may have a lot to learn from one another despite superficial differences in institutional status (public vs private) and nature of goals (for- profit vs not-for-profits).     

Role of technology in strategic management

The accelerating pace of technological change has made technology a major strategic factor for many organizations. Some firms respond defensively, seeing technology as a problem, while others through strategic use of technology gain permanent advantage.The engineering function typically contains the bulk of the firm's technological expertise, yet engineers and engineering managers are seldom directly involved in strategic analysis. Strategy typically trickles down to engineering in the form of technological problems demanding solutions. This weak linkage between engineering activities and strategic thinking is far from optimal, and in the current turbulent technological environment it can even endanger the firm's survival.The linkage can be strengthened, but it requires behavioral and managerial changes at the top of the firm and at the engineering level. First, both levels must understand the concepts of strategic management and commit to implementing them. Then the strategic nature of technology must be understood, including the limitations and potential traps of technology-based strategies. Finally, creative opportunities for considering technology strategically must be made available at the engineering level, and both design engineers and engineering managers must be rewarded for their strategic contributions.     

Systems thinking and business process redesign: An application to the beer game

Managers are regrettably ignorant of the fact that their business organisations are ‘designable’. But recently, concepts such as business re-engineering and systems thinking, coupled with advances in methods of quantifying business systems, have enabled managers to scrutinise their business systems afresh.Ann van Ackere, Erik Reimer Larsen and John Morecroft use a well-known logistical system — the ‘beer game’ — to illustrate these re-engineering concepts and tools in a multi-stage production and distribution system involving a single brand of beer. This business game raises the fundamental question of why it is so difficult to match shipments and factory production to consumer demand.The authors conclude that such re-design concepts and tools can be applied successfully to full-scale business problems. Systems thinking, modelling and continuous time simulation can provide the framework for carrying the design process from mapping all the way through to redesign. The most effective CEOs of the future will be those who are competent to create corporate design in which employees are allowed to succeed.     

FINANCIAL INTEGRATION: A NEW METHODOLOGY AND AN ILLUSTRATION

This paper develops a simple methodology to test for asset integration, and applies it within and between American stock markets. Our technique relies on estimating and comparing expected risk‐free rates across assets. Expected risk‐free rates are allowed to vary freely over time, constrained only by the fact that they must be equal across (risk‐adjusted) assets in well‐integrated markets. Assets are allowed to have standard risk characteristics, and are constrained by the Fama and French factor model of covariances over short time periods. We find that internal integration in the S&P 500 market is never rejected and is not generally rejected in the NASDAQ. Integration between the NASDAQ and the S&P, however, is always rejected dramatically. (JEL: G14)     

Engineering management challenges

Today's engineering managers must be increasingly aware of the social consequences of new technology, of the political and economic implications of their decisions, and of new international developments. They must consider the long-term — often extremely long-term — risks that a new product or process may pose to society and the quality of life. They have a responsibility to inform the government and the public about technology that impinges on societal concerns. They also have a responsibility to aid in establishing sound government regulations. More direct political involvement will help them attain their goals. In addition, as engineers, they must keep abreast of rapidly changing technology, both at home and abroad.     

Networking--getting to know more people

One of the first and often the most difficult tasks for job seekers is increasing their networks--the number of people they know. A large percentage of people get jobs because people knew them and thought they would be good at it. People must know who you are and what you do in order to recommend you for a job. Networking should be an ongoing process, so that when you need a new position, you have people you already know that you can contact.     

The good leader

What are the traits of successful leaders and can they be applied to those of us in health care? Leaders must deal with conflict to get a group of people to move in the same direction. Successful leaders learn to have difficult conversations that increase understanding and morale and creatively deal with the inevitable interpersonal conflicts present in every organization made up of people. Another useful trait for a leader during uncertain and chaotic times is the ability to see things as they really are, rather than as we wish or believe them to be. Successful leaders are also usually optimists who level with their co-workers.     

On the meaning of ‘Waste’: review and definition

Waste reduction is one of the main principles of lean, but it has been taken for granted that we have a common understanding of what waste means. We first present a critical, qualitative discussion that identifies four distinct waste concepts. We then conduct a systematic review of the literature that examines the different uses of these concepts. We find that only the classic concept of the seven wastes and the concept of waste as non-value-adding activity are widely applied. However, both concepts are, at times, not only incompatible but used in a way that leads to open contradiction. A new definition, centred on an efficient, timely transformation process seeks to consolidate the literature. We outline two distinct waste types: (i) obvious waste, to refer to any waste that can be reduced without creating another form of waste; and, (ii) buffer waste, to refer to any waste that cannot be reduced without creating another waste. The paper has important implications for practice. To reduce waste, managers must undertake three interlinked tasks: the elimination of obvious waste; the reduction of variability to transform buffers into obvious waste; and, the balancing of remaining buffers to best achieve performance targets. The paper supports managers in their endeavours to identify waste, which is an important precursor to waste reduction/elimination.     

Codes, Stakeholders and Business Philosophy

Two concepts that business ethics has made its own are codes of practice and stakeholding. They pre-date the self-conscious, organised business ethics effort. Codes are standard in large businesses in the United States, but are not so widely used elsewhere. Stakeholder models remain largely aspirational. Both concepts have critics, and their practical value has yet to be proved. Despite this, they have the potential to transform the quality of business life. Their main strength is in combination with an appropriate business philosophy, which does not yet exist. Widely respected business values can be identified, but they need to be founded on basic principles, which is a requirement for any discipline to move from ideology to maturity. Some possible principles are suggested. An illustration is taken from financial services regulation, where markets are generally seen (to borrow Rousseau's phrase) as having to be ‘forced to be free.’ This revised version was published online in July 2006 with corrections to the Cover Date.     

In learning mode? The role of mindsets in derailing and enabling experiential leadership development

In comparison to the vast literature on leadership theories, concepts, and behaviors, relatively less is known about why leaders often learn little from their leadership experiences, as well as how to support them in doing so. We propose that leaders learn more from their challenging leadership experiences when they are in learning mode, defined as intentionally framing and pursuing each element of the experiential learning process with more of a growth than a fixed mindset. We describe how the extent to which leaders are in learning mode stems from salient mindset cues and guides whether they work through the experiential learning process with a predominantly self-improvement or self-enhancement motive. We theorize about several other likely mediators and moderators of when being in learning mode will manifest in experiential leadership development. Practical implications at the micro, meso, and macro levels, as well as within management education are outlined.     

Communication tips for the job search and on the job

Listening, speaking, and nonverbal skills are the most important success factors in getting a job or being effective in your current position. If you don't communicate well, your technical knowledge won't ever be put to good use. Recruiters, hiring organizations, and bosses are looking for people who can play well with others and can sell. Playing well with others involves listening and having self-control about what you say. To sell yourself and your ideas or products, you must speak well. You also must be well-groomed, look energetic, and sound reasonably happy to be at work. Good listeners: Stop talking; ask open-ended questions; para-phrase, restate, or summarize some of what the person had said; and talk about feelings. Effective speakers: Have voice mail etiquette; are courteous and tactful; don't react to a verbal attack; don't engage in verbal attacks; use the right amount of words; don't say too much; prepare ahead of time; and decide whether they should speak or write their message. And remember the power of body language or non-verbal skills--how you look and sound. Experts estimate that 65 to 90 percent of what you communicate is nonverbal.     

Essence of the e-business model and its Asian perspective

The contents of information technique are not sufficiently understood and therefore, must be clarified. How does the e-business model differ from the traditional and classic business models? What do they have in common with the e-business model? How are the various types of e-business model integrated, and how are they placed in the virtual open architecture? The specialness and generalness of the e-business models in Japan and the United States are analyzed here after looking at their current status.     

Empowering leadership and contextual ambidexterity – The mediating role of committed leadership for continuous improvement

Organisations nowadays try to be ambidextrous, that is, to balance exploitation and exploration, at the level of the organisational unit, or even at the individual level. Recent studies found that important drivers for contextual ambidexterity are a high level of empowerment and an orientation towards continuous improvement (CI) and innovation. It is, therefore, to be expected that empowering leadership and leader commitment to CI are associated with contextual ambidexterity. However, literature about the relationships between empowering leadership, committed leadership for CI and contextual ambidexterity is scant. Based on two separate survey studies, we validated both the relationship between empowering leadership and contextual ambidexterity, and the mediating effect of committed leadership for CI in the organisational unit level and the individual level. The managerial implications of this research is that organisations that want to facilitate contextual ambidexterity should not only empower employees so that they can decide more independently on how to organise their time and make choices when they conduct exploratory activities and when they perform exploitative activities. Management must also act as committed ambassadors for CI, as CI functions as an integration mechanism to create both alignment and adaptability, and hence contextual ambidexterity.     

A review of hierarchical production planning and its applicability for modern manufacturing

The hierarchical production planning (HPP) paradigm has become an accepted planning and control strategy for many medium-to-large manufacturing situations. While the paradigm appears intuitively obvious and appropriate for many factories, there are a number of modern manufacturing situations where the application of the HPP approach may not be appropriate. By understanding the fundamental principles and concepts inherent in the HPP approach, it is possible to identify situations suitable for HPP with little or no adaptation, and situations where HPP must be extensively modified before use. A poor understanding of HPP     

Assessment of aircraft logistics planning models

An assessment of military logistics planning models offers a great deal of information about the modelling state of art. Such tools include both analytic and simulation model types. They can deal with both static and dynamic characteristics of the environment. They require highly detailed data for their operation and can compute over a large number of interacting variables. Unfortunately, these models do not satisfy adequately the requirements of the particular logistics issue for which they were assessed, which is whether such models can be used in early logistics planning for new weapon systems. One difficulty is that such planning must make extensive use of tradeoffs and sensitivity analysis to take account of the flexibility and uncertainties existing at the early stages. Another is that the existent models call for detailed data which is usually not available at that time. Therefore, although the models do fulfill a particular useful planning function, they must be replaced or augmented by a new class of models that will much more closely satisfy the planning need. This new capability requires a serious research effort that will benefit not only the military logistics planners, but also other planners dealing with large capital development programs.     

Team communication in complex projects

Engineering managers, faced with ever greater system integration challenges, must actively improve team communications. As a conceptual tool, the work activity of a system development team may be described in terms of a group of coupled conversations. Based on this approach, a model is outlined which offers a graphic representation of team resources and a metaphor for interactive communication activity. Use of the model encourages complete consideration of the requirements for a given conversation and helps to explicitly document successful interaction patterns. Models with these features are expected to lead to broader use of computer workstations for managing system development. Until then, the concepts are valuable to managers to help to organize and clarify their teamwork.     

On the Discrete Version of the Aumann–Shapley Cost‐Sharing Method

Each agent in a finite set requests an integer quantity of an idiosyncratic good; the resulting total cost must be shared among the participating agents. The Aumann–Shapley prices are given by the Shapley value of the game where each unit of each good is regarded as a distinct player. The Aumann–Shapley cost‐sharing method charges to an agent the sum of the prices attached to the units she consumes. We show that this method is characterized by the two standard axioms of Additivity and Dummy, and the property of No Merging or Splitting: agents never find it profitable to split or to merge their consumptions. We offer a variant of this result using the No Reshuffling condition: the total cost share paid by a group of agents who consume perfectly substitutable goods depends only on their aggregate consumption. We extend this characterization to the case where agents are allowed to consume bundles of goods.