Monthly Archive for February, 2011

Recently Published: Management Journal

management

The latest issue of  The International Journal of Knowledge, Culture and Change Management includes:

The Data-Driven Economy

From Andrew Dermont, big think

Studies have shown that people who have recently read online obituaries tend to be higher purchasers of weekend rental cars. Why this is true isn’t exactly clear to Dave Morgan, founder of Tacoda Inc., an online advertising company that was acquired by Aol. in 2007 for $275 million. But the correlation in the data is significant enough that Avis, Hertz, and Enterprise Rent-a-Car ads should start appearing in front of you soon after you have read about the passing of an old friend, a loved one, or (as is often the case when reading obituaries) someone you didn’t know at all.

Consumers today are knowingly and unknowingly providing businesses with more data than they’ve ever been capable of collecting before. Internet entrepreneurs, privacy analysts, and business consultants alike believe that for the next fifty years, capitalism around the world will (for better or worse) be focused on sussing out what all this data actually means. “We are finding things that are completely non-intuitive,” says Morgan. “This is just the very beginning of this enormous explosion of information being available about what people do, how they react to information, and how they interact with each other.”

Most big businesses today are already data businesses at heart. Facebook, which claims to help you connect and share with the people in your life, is worth a reported $33.7 billion largely because 400 million people have shared with it the details of their personal lives. Google processes about a petabyte of information every hour. To put this seemingly insignificant number in perspective, that’s 1,125,899,906,842,624 bytes, or about a fifth of all the information delivered in letter form by the USPS in a year. What’s worse—or better, if you’re in the data business—businesses are not only recording your data while you’re surfing the Web. Long gone are the days of a bifurcated online and offline world.

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Subject Matters: Economics

From The Economist,

Economics is an important component of the core MBA curriculum because economic principles are behind almost all managerial activity. Economists at business schools research and teach about how markets work (and when they don’t work); how scarce resources get produced, consumed and allocated; and how various participants in the economy make optimal decisions.

These issues will be relevant to managers in virtually all aspects of their work for the rest of their careers. This is true both at the broadest levels—such as strategic management, finance, organisational design, human resources, entrepreneurship and managing global organisations—and also when they drill down into more specific areas, such as optimising prices, setting employee compensation, regulation and analysing how modern managerial practices affect a firm’s performance.

The recent financial crisis has offered a useful lesson in economics. Microeconomic insights can be drawn from the way that misaligned incentives in the financial industry contributed to the crunch. On the macroeconomic side, the crisis provoked discussion about how much the government should bail out institutions, how it can stimulate the economy and how it can manage the unemployment problem. This has led to a great deal of new economic research to help the recovery (and to help avoid future crises), as well as numerous case studies that provide practical lessons for fledgling managers.

One rapidly growing area of economics that has received a lot of attention from business-school economists is market design. Traditionally, economists studied the properties of existing market institutions. More recently, however, they have taken a proactive role, and have applied economic analysis to design new markets or to improve existing ones. These range from electromagnetic-spectrum auctions to mechanisms for matching medical students to residency programmes and auctions for online advertisement slots. The best business schools include some of these key ideas in their economics courses.

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Management Journal, Volume 10, Number 7 available

management_frontThe seventh issue of Volume 10 of The International Journal of Knowledge, Culture and Change Management has now been published.

Volume 10, Number 7 contains:

Continue reading ‘Management Journal, Volume 10, Number 7 available’

CFO Outlook Survey: How do Financial Executives View the U.S. Economy

From Jess3

GE Capital surveyed the CFOs of more than 530 U.S. middle-market companies across 7 distinct industries to know their views of the U.S. economy. The CFOs surveyed worked at middle-market companies with revenue between $50 million and $1 billion (average $144 million). The sophisticated visualization dashboard titled “CFO Outlook Survey” [geblogs.com], designed by information architect hero Lisa Strausfield of Pentagram, provides a powerful interactive summary overview of all the results.

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Think Twice

From The Economist,

Business schools have long sold the promise that, like an F1 driver zipping into the pits for fresh tyres, it just takes a short hiatus on an MBA programme and you will come roaring back into the career race primed to win. After all, it signals to companies that you were good enough to be accepted by a decent business school (so must be good enough for them); it plugs you into a network of fellow MBAs; and, to a much lesser extent, there’s the actual classroom education. Why not just pay the bill, sign here and reap the rewards?

The problem is that these days it doesn’t work like that. Rather, more and more students are finding the promise of business schools to be hollow. The return on investment on an MBA has gone the way of Greek public debt. If you have a decent job in your mid- to late- 20s, unless you have the backing of a corporate sponsor, leaving it to get an MBA is a higher risk than ever. If you are getting good business experience already, the best strategy is to keep on getting it, thereby making yourself ever more useful rather than groping for the evanescent brass rings of business school.

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Examining Job Satisfaction: Causes, Outcomes, and Comparative Differences

Examining Job Satisfaction: Causes, Outcomes, and Comparative Differences an edited collection by Jonathan H. Westover is now available from  The Organization imprint.

In today’s shifting global economy and with the emergence of the technology and service-driven knowledge organization, requiring enhanced levels of organizational flexibility and innovation, how do we maximize the human capital potential of workers to enhance their ability to perform and add value in a hyper-intensive competitive global marketplace? What are the methods and strategies for effectively motivating employees and increasing the job satisfaction of workers? What are the important drivers of worker satisfaction? What are the important individual, organizational, and social outcomes of various job satisfaction levels? What are the individual, organizational, and societal differences in job satisfaction levels and its determinants? These are just some of the pressing questions facing the organizations of today.

This edited collection provides a comprehensive introduction to job satisfaction and its wide sweeping impacts for the modern workplace, presenting a wide range of cross-disciplinary research in an organized, clear, and accessible manner. It will be informative to management academics and instructors, while also instructing organizational managers, leaders, and human resource development professionals of all types seeking to understand proven practices and methods to maximize their human capital potential and get the most out of workers that will drive an enhanced competitive advantage in an increasingly competitive global economy.