Organisational Behaviour

Business for Boys and Female Disadvantage: how male dominance hijacked the hierarchy

Professor Nigel Nicholson argues that women are disadvantaged by the persistence of organisational forms and competitive promotion systems designed by men so that they can play games of dominance hierarchy games, pretending they are meritocracies.

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Making Sense of Leadership: A new view - Seeing, being and doing.

Professor Nigel Nicholson argues that women are disadvantaged by the persistence of organisational forms and competitive promotion systems designed by men so that they can play games of dominance hierarchy games, pretending they are meritocracies.

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Helping newcomers integrate into a workplace

Dan Cable, Professor of Organisational Behaviour at London Business School, explains how companies can implement certain strategies to help new employees settle into new organisations and retain them.

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Biography and legacy: A workshop

Nigel Nicholson, Professor of Organisational Behaviour, delivers a workshop at the 2012 Alumni Reunion event, inviting participants to draw their lifeline and reflect on the forces and factors that have shaped their life journey.

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Conflict resolution in teams

Randall S. Peterson, Professor of Organisational Behaviour, presents a short case about resolving conflict within a group or team at the 2012 Alumni Reunion event.

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Rob Goffee - Why Should Anyone Be Led by You?

Rob Goffee, Professor of Organisational Behaviour, asks why should anyone be led by you?

Managing change in a downturn

The most striking thing about the financial crisis is that we didn't see it coming. Subsequently, organisations have had to rapidly adjust

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Centre for Women in Business

A brief introduction to the mission and objectives of the centre

Managing people through the downturn

People are at the heart of organisations and drive performance, however a recession can erode the skills and culture that contribute to success.

How to harness leaders in the middle ranks

Michael Jarrett, Adjunct Professor of Organisational Behaviour discusses how companies can harness the leadership of middle ranks to become successful; he says that in many ways those who are managers and add value today will be the leaders tomorrow

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High Performance People Skills for Leaders

High Performance People Skills for Leaders is a leadership development programme founded upon a powerful model of personal effectiveness: self-knowledge, insight into others and interpersonal problem solving.

Are economic downturns the result of poor decision making or failed regulatory regimes?

Now more than ever, the effectiveness of corporate governance is key to competitiveness. Steve Currall, Visiting Professor of Organisational Behaviour and Entrepreneurship discusses the options

Corporate governance: Managing the Board of Directors

Steve Currall explains the importance of corporate governance, and how to ensure your board is making the best possible decisions on behalf of the organisation

Coaching for Performance

Brent Smith teaches managers how to be effective coaches and win the war for talent including addressing difficult employee problems and conversations through a better understanding of the psychology of coaching.

Lynda Gratton - CNN Advert

Lynda Gratton, Professor of Management Practice, discusses talent within organisations

Could now be the best time to create economic value?

Donald Sull, Professor of Management Practice in Strategic and International Management discusses how there can be an upside to a downturn and why different times in the economic cycle can provide potential advantages for skilled firms

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Dealing with workforce downsizing

Randall Peterson, Professor of Organisational Behaviour discusses why the way an organisation deals with workforce downsizing is important not only in supporting those being laid off but also in maintaining loyalty within the remaining workforce

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What performance indicators become prevalent in a recession?

Rob Goffee, Professor of Organisational Behaviour at London Business School discusses what the most common performance indicators are during a downturn, including the 'soft' indicators such as enjoying your job

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Madan Pillutla: faculty insights

Madan Pillutla, Professor of Organisational Behaviour, discusses his research on the perceptions of fairness in negotiations.

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Negotiating and Influencing Skills for Senior Managers

Madan Pillutla, Professor of Organisational Behaviour, discusses how the Negotiating and Influencing Skills for Senior Managers programme can help senior leaders thrive in business negotiations.

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Keeping people inspired during a recession

"Organisations that flourish and retain talent during a recession always flourish after," says Lynda Gratton, Professor of Management Practice in Organisational Behaviour, discussing challenges with keeping people inspired and engaged in a recession.

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Leaders can increase the gap

Randall Peterson, Professor of Organisational Behaviour discusses the importance of leadership during a downturn. If employees believe and trust in the organisation and its leadership, they are more likely to stay focussed, engaged and work hard

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People management in recession

According to Nigel Nicholson, Professor of Organisational Behaviour, the biggest challenge for most managers throughout a recession is dealing with people. He explains how to manage people on three different levels: thoughts, emotion and action

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The downturn as an opportunity to transform business culture

According to Nigel Nicholson, Professor of Organisational Behaviour, success can be an enemy of change but that one of the things to come out of these turbulent times is that it can provide a fantastic opportunity for lots of changes in organisations

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What will winning organisations look like in 18 months' time?

Rob Goffee, Professor of Organisational Behaviour at London Business School discusses what business will look like in 18 months' time and how their focus will be a further 18 months ahead of that

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What will winning organisations look like in 18 months' time?

Making it safely through a recession is the basis of long term success. Lynda Gratton, Professor of Management Practice discusses what winning companies will look like in the future and why companies that have ignition will thrive

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How should executives prepare for the upturn?

Rob Goffee, Professor of Organisational Behaviour at London Business School discusses why executives can not ignore the fundamentals of leadership when preparing for the upturn

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Glow: bringing energy and innovation to your work

Create a cooperative environment within your organisation and you will radiate energy, innovation and success, says Lynda Gratton, Professor of Management Practice

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Lynda Gratton GLS 2010 interview

Lynda Gratton Professor of Management Practice in Organisational Behaviour, London Business School, on what we can learn from emerging markets

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Organisational characteristics for change, success and survival

Professor Michael Jarrett, Visiting Professor of Organisational Behaviour, speaks of the importance of organisations understanding their external environment in order to change, succeed and survive

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Senior Executive Programme

The senior executive programme is designed around three interwoven themes - Strategy, Leadership and Transformation

Human Resource Strategy in Transforming Organisations

This strategy programme is designed to significantly strengthen your personal skill sets, create aligned and living strategies as well as identifying areas for action.

Essentials of Leadership

This leadership development programme is built around six key demands of leadership. You will be made aware of the differences between leading and managing whilst considering their own strengths and weaknesses through 360-degree feedback.

Proteus

An unconventional leadership development programme, where you will get to challenge your ideas and assumptions, whilst getting the space to expand your mental horizons and rethink the future and your legacy for yourself and your organisation.

Nigel Nicholson - Critical leader relationships

"It's really important that we, when we're selecting people that we work with, don't just clone ourselves..."

Lynda Gratton - Hot spots

"What you as an individual and your company can do to help create 'Hot Spots' of innovation and energy within your organisation..."

Critical leader relationships

Professor Nigel Nicholson explains why it's really important when we're selecting people that we work with, we don't just clone ourselves

Creating "hot spots" on innovation within your organisation

Professor Lynda Gratton explains what you as an individual and your company can do to help create 'Hot Spots' of innovation and energy within your organisation.

Talent management: The perfect storm

Talent Management has become the number one concern of CEO's around the world. Professor Doug Ready explains more about the driving factors and impact of "the perfect storm" in talent management.