Search for tag 'Organisational behaviour'

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  1. Working together: how hard can it be?

    Most mergers, acquisitions or reorganisations continue to fail due to a lack of attention to the human aspect. Getting newly formed teams to work together in an efficient and congenial manner, that is the big challenge. Because these teams face what is known in psychology as a social dilemma: an area of tension between working together to serve the interests of the new group and competition – acting in one’s own interests or those of the old team one used to belong to. As part of her doctorate, Ann-Sophie De Pauw investigated which factors affect cooperation in newly formed teams.

  2. To Change or Not To Change

    To change or not to change

    We know much about organisations when it comes to science. And yet we seem to know almost nothing when it comes to our daily experience. To Change Or Not To Change is an attempt to re-establish the lost link. The book To Change or Not To Change offers a social sciences approach to organisations, building upon the complexity and irrationality of every day practice. It reveals the hidden traps of change management and offers an ironic way for better survival.

  3. Gender distinction

    Female managers score high on leadership

    Over the years, numerous studies have reported that female managers score better than male managers in the areas of empathy, communication and collaboration. Now, recent research conducted by Prof Katleen De Stobbeleir and researcher Céline Claus of Vlerick Business School shows that they score better for coaching, stakeholder management, handling diversity and results-orientation as well.

  4. Man with an idea

    Style wars

    Momentous decisions, office hostilities and uncomfortable truths… which factors dictate how we respond to the everyday trials of management? The quest to understand and influence managerial behaviour is an increasingly critical mission for employers.

  5. Concentration

    Players on the same wavelength

    How might compatibility between cognitive style and cognitive climate influence individual job satisfaction and loyalty to employers? Amongst business leaders and HR professionals, the need to understand what drives people to think and act in different ways at work is something of a never-ending task.

  6. Connecting

    Individualised Training is the Key to Keeping Older Employees Working Longer

    It can no longer be denied that we will have to work longer to keep the social security system affordable. But how can we boost older employees' ability to continue in a rewarding job until they do finally retire? The fact that training plays a crucial part here is no revelation. The training does, however, often fail in its purpose because it is not adapted to the specific expectations and needs of this target group.

  7. Best Employer Award – the research

    Best Employer Award – the research

    Did you know that Microsoft and Schoenen Torfs are the Best Employers in Belgium this year? Probably! Do you know what research this annual election is based on? Maybe not! That is why this article gives you a sneak peak at the scientific research behind the scenes. A large-scale study, conducted by Vlerick Business School, identifies employers that transform their workplaces into great places to work. They do this by starting off with a basic definition: ‘Trust the people you work for, have pride in what you do and enjoy the people you work with’. Sounds like a great place to work to you?

  8. Fingers typing

    The Feedback Gamble: Being proactive can be risky if an employee is not up to speed

    In today’s dynamic workplace employees are expected to be proactive - seeking feedback, taking the initiative, selling ideas, taking charge, revising tasks and building social networks. But a new study shows that some employees may, in fact, pay a price for sticking their head above the parapet if they are not known to be top performers.

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