Recent Posts


  • Do MOOCs Cannibalize Traditional Business School Enrollment?

    Do free, massive open online courses (MOOCs) cannibalize enrollment at traditional business schools? In the video above, Knowledge@Wharton interviews Wharton professor Ezekiel J. Emanuel, co-author of a study asking that question. Emanuel notes that “it doesn’t seem that MOOCs are undermining traditional business schools, but may be complementing them, enriching them and providing a great opportunity to [engage] other diverse student bodies.” Have you enrolled in a MOOC? If so, did you complete it? If not, why not? What did you get out of the class? Do you agree with Professor Emanuel that college and university administrators should not be concerned about MOOCs? Explain.
  • The Value of Bosses

    See the full Infographic, "Real Cost Bad Bosses." at In The Value of Bosses (NBER Working Paper No. 18317 ), authors Edward Lazear , Kathryn Shaw , and Christopher Stanton use data from a large service oriented company to examine the effects of bosses on their workers' productivity. They estimate the daily productivity for 23,878 workers matched to 1,940 bosses over five years and find that bosses vary greatly in productivity, with the difference between the best bosses and the worst bosses being significant. The authors report that three findings stand out. The choice of boss matters. Replacing a bad boss with a good boss increases a team's productivity. The boss's primary activity is teaching skills that persist. Good bosses increase the productivity of high quality workers by more than that of low quality workers. Co-author of the working paper, Kathryn Shaw says, "Good bosses are teachers. In fact, their teaching accounts for 67% of a boss's effect on employees' productivity." Do you think of managers as teachers? Explain. How do managers teach employees?
  • Google Glass Etiquette Guide

    Google just released the first official etiquette guide for Glass , a wearable computer. In the "Don'ts" below, Google admits that some users have been creepy or rude. Thus, Google is training those wearing the glasses. DO’S Explore the world around you . Glass puts you more in control of your technology and frees you to look up and engage with the world around you rather than look down and be distracted from it. Have a hangout with your friends, get walking directions to a fantastic new restaurant, or get an update on that delayed flight. Take advantage of the Glass voice commands . Glass can free your hands up to do other things like golfing, cooking, or juggling flaming torches while balancing on a beach ball (but also see Don’ts #2). This is great for looking up how many ounces in a cup while you cook, or taking a one-of-a-kind photo from your unique perspective. Ask for permission. Standing alone in the corner of a room staring at people while recording them through Glass is not going to win you any friends (see Don’ts #4). The Glass camera function is no different from a cell phone so behave as you would with your phone and ask permission before taking photos or videos of others. Use screen lock . Glass screen lock works like your smartphone’s screen lock: it passcode-protects your device to help prevent others from using it. If you ever lose your device or have it stolen by a budding online resale entrepreneur, you can turn off Glassware and perform a remote wipe (e.g. factory reset) of the device, removing all your information from the device. All you need to do is go to your MyGlass page on your browser, or the MyGlass App on your phone. Be an active and vocal member of the Glass Explorer Community . The Explorer Program was created in order to have a place where our Explorers can give feedback, share content and communicate with the Glass team. It’s been hugely successful over the past year and this is due to our wonderful group of Explorers. They are constantly sharing their worlds with us and with each other, allowing us to hear and work on all the great feedback and stories our Explorers give us (and, wow, do they give us a lot!). DON’TS : Glass-out . Glass was built for short bursts of information and interactions that allow you to quickly get back to doing the other things you love. If you find yourself staring off into the prism for long periods of time you’re probably looking pretty weird to the people around you. So don’t read War and Peace on Glass. Things like that are better done on bigger screens. Rock Glass while doing high-impact sport s. Glass is a piece of technology, so use common sense. Water skiing, bull riding or cage fighting with Glass are probably not good ideas. Wear it and expect to be ignored . Let’s face it, you’re gonna get some questions. Be patient and explain that Glass has a lot of the same features as a mobile phone (camera, maps, email, etc.). Also, develop your own etiquette. If you’re worried about someone interrupting that romantic dinner at a nice restaurant with a question about Glass, just take it off and put it around the back of your neck or in your bag. Be creepy or rude (aka, a “Glasshole”) . Respect others and if they have questions about Glass don’t get snappy. Be polite and explain what Glass does and remember, a quick demo can go a long way. In places where cell phone cameras aren’t allowed, the same rules will apply to Glass. If you’re asked to turn your phone off, turn Glass off as well. Breaking the rules or being rude will not get businesses excited about Glass and will ruin it for other Explorers. How might managers and their employees use Google Glass? For example, managers could video factory inspections and share audio and video communications in training.
  • Tablets in Workplace Learning

    In this video, Amit Garg, develops a case for using tablets in the workplace. He reminds us that tablets are outselling personal computers. In addition, tablets are the fastest growing category of mobile devices. Employees are bringing their devices, such as smart phones and tablets, to work. With these devices, they have immediate access to information and resources (such as the Internet) to do their jobs. Not all of the time spent working is spent at work. Thus, tablets can provide learning on the go for the mobile workforce. If you were the manager, how might you use tablets to train your employees?
  • Learn Something New

    When you want to learn something new, you have to study the material in several different ways. You have to engage with the content, as seen in the BrainMass infographic above. For example, you could read the content. Then you could look for the answers to the learning objectives . Then you could summarize (in your own words) each new term or concept that you find. Then you could think of a management example . You could look for a current event article depicting the theoretical concept in the "real world". You could outline the material or draw a mind map . You could join a study group . Each person in the group may have gotten something different from the reading or the lecture and you could share your understanding. Practice with the flash cards, crossword puzzles , and practice test questions , which Cengage provides with most of its management textbooks. Have you ever wondered why, after reading the material, you made a "D" on the test? Research tells us that if you have never seen the material, you need to work with the material in seven different ways to learn it. What is your favorite method of studying? Which study methods will you add to your learning routine? How could you use this information to train employees?
  • Trust Study by evolve24-Coke versus Pepsi

    “Trust is a leading indicator of future behavior with consumers” says evolve24 ’s Coke versus Pepsi Trust Study. Noah Krusell , director of analytics and innovation at evolve24 said, “Trust offers your business benefits such as increased customer conversion, increased brand loyalty and a healthier bottom line. Trust between your brand and the market is essential to long-term, sustainable growth. In the end, trusted brands win.” The company measures social trust through the components of empathy, openness, expertise, and dedication. The key finding from the Coke/Pepsi study was that Coke was more trusted. How could managers use evolve24's measures to build trust with employees?
  • The Evolution of Online Education

    Courtesy of: How many online classes have you taken? Participating in an online course is fine, but the nonverbal dimension of the learning experience (where people sit in the classroom, what they wear, whether the teacher stays at a desk or table, stands at a lectern or walks around the room) is completely absent. What do you think is lost by taking a course online, and what is gained? Is the trade-off worth it?
  • Wolf of Wall Street Trailer Named the Best of the Year

    Wolf of Wall Street Official Trailer Wolf of Wall Street Official Trailer #2 The Wolf of Wall Street won 2013's Grand Key Art Award for audio/visual as the best trailer of the year. This is the highest honor in the Hollywood Reporter's Key Art Awards. The film by Martin Scorsese's is based on the book by Jordan Belfort . The book is a memoir. His web site says the following about him. "In the 1990s, Jordan Belfort built one of the most dynamic and successful sales organizations in Wall Street history. During that time, he soared to the highest financial heights, earning over $50 million a year, a feat that coined him the name “The Wolf of Wall Street.” As the owner of Stratton Oakmont, Belfort employed over 1,000 stockbrokers and raised over $1.5 billion and started more than 30 million-dollar-companies from scratch. . . . Along the way, he succumbed to some of the traps of the high-flying Wall Street lifestyle, going through a spectacular—and well-publicized—fall from grace. Taking invaluable lessons from the mistakes he made and the prices he paid, he has re-emerged as a globally recognized potent force behind extraordinary business success." As a manager, what would you say if your company wanted to hire Jordan Belfort to train your employees or consult with your company on business strategies, sales training, ethics in business, or how to raise venture capital?
  • Super Service

    In this video, Jeff Gee, author of Super Service, discusses customer service. What is Wendy's story? What story does he tell about Target? Customer Service Training from mdubois2010 Above are exercises from the book, Super Service. A customer is defined as "anybody who isn't you! This is a critical key to a successful organization. This definition of a customer includes all the people inside and all the people outside of the company: External & Internal Customers. External Customers : The customers that we serve outside of the sphere of our company. Internal Customers : The people who server our External Customers- the employees and and others that work within our company." Why should the manager care about internal customer service? Which employees should receive customer service training?
  • McDonald's and Visa Help Employees Manage Money

    McDonald's partnered with Visa to develop a " practical money skills for life " web site to help employees manage their money. A Budget Journal (attached) is offered "to help you make financial goals, build budgets and track your spending." That sounds very similar to the functions of management of planning and controlling. A budget is a plan for spending money. Tracking is control because it determines what was spent and compares it to the financial goals. In addition, guidelines are given for writing goals . In management class, we refer to these as "objectives," because "you cannot do a goal." Semantics aside, the guidelines below can help you write objectives. A realistic goal is SMART (in more ways than one) S pecific M easurable A ttainable R elevant T ime-related Specific - Smart goals are specific enough to suggest action. "Example: Save enough money to get a refrigerator, not just save money. Measurable - You need to know when you've achieved your goal, or how close you are. Example: A refrigerator costs $600, and you have $300 already saved. Goals which aren't measurable, like "I'd like to have more money," are much harder to achieve - and you don't even know when you get there. Attainable - The steps toward reaching your goal need to be reasonable and possible. Example: I know I can save enough money each week to arrive at my goal within one year. Relevant - The goal needs to make common sense. You don't want to struggle or work toward a goal that doesn't fit your need. Example: You don't need to save money for 18 pairs of shoes. Time-related - Set a definite target date. Example: The repairman says my refrigerator won't last another year. I need a new fridge in the next six months. McDonald's has been criticized for the sample budget journal . Annie-Rose Strasser of Think Progess wrote , "Not only does the budget leave a spot open for 'second job,' it also gives wholly unreasonable estimates for employees' costs: $20 a month for health care, $0 for heating, and $600 a month for rent. It does not include any budgeted money for food or clothing." A McDonalds spokesperson provided this statement to ThinkProgress : "In an effort to provide free, comprehensive money management tools, McDonald's first used the Wealth Watchers International budgeting journal when this financial literacy program launched in 2008. As part of this program, several resources were developed including a sample budgeting guide, an instructional video and a web resource center that had additional tools and information. The samples that are on this site are generic examples and are intended to help provide a general outline of what an individual budget may look like. " -- How important is it for employees to develop 'practical money skills for life"? What do you think about the Budget Journal? Does it help employees develop practical money skills? How could you improve the sample? rite a management objective that a first-line supervisor at a McDonald's restaurant could use to encourage employees to develop money skills for life.
  • Future Work Skills 2020

    The Institute for the Future and the Apollo Research Institute published the report Future Work Skills 2020 t o increase understanding of the skills workers will need over the next decade in a technologically advanced and changing world. » Sense-making : ability to determine the deeper meaning or significance of what is being expressed » Social intelligence : ability to connect to others in a deep and direct way, to sense and stimulate reactions and desired interactions » Novel and adaptive thinking : proficiency at thinking and coming up with solutions and responses beyond that which is rote or rule-based » Cross-cultural competenc y: ability to operate in different cultural settings » Computational thinking : ability to translate vast amounts of data into abstract concepts and to understand data-based reasoning » New media literac y: ability to critically assess and develop content that uses new media forms, and to leverage these media for persuasive communication » Transdisciplinarity : literacy in and ability to understand concepts across multiple disciplines » Design mindset : ability to represent and develop tasks and work processes for desired outcomes » Cognitive load managemen t: ability to discriminate and filter information for importance, and to understand how to maximize cognitive functioning using a variety of tools and techniques » Virtual collaboration : ability to work productively, drive engagement, and demonstrate presence as a member of a virtual team Which skills do you have? Which ones do you need to develop? How can you develop these skills? How might the quote from the late Dr. Louis Pasteur help you prepare for the future? "Students, as you go through life, take your life preserver with you. Your life preserver is curiosity."
  • Human Capital Top Concern of CEOs

    Human capital was the top concern of global Chief Operating Officers (CEOs) in a recent survey by the Conference Board , a global, independent business membership and research association based in New York. Their mission is "To provide the world's leading organizations with the practical knowledge they need to improve their performance and better serve society." Actually, human capital or the people thread underlies all of the CEO concerns. Human capital was chosen number one in Asia and in Europe. They see engaged and productive employees as the critical difference in their business. They feel that they can better compete by providing employees with training and development, raising engagement, and retaining top talent. CEOs in the United States (U.S.) are concerned about operational excellence (performance), government regulation, customer relations, innovation, and human capital. In terms of operational excellence, U.S. CEOs want to reduce costs. They are concerned about employee engagement and how to increase productivity through more motivated and excited employees. In addition to technology in innovation, CEOs want to create a culture of innovation. Why do the concerns of the U.S. CEOs differ from those of the global CEOs?
  • Train People to Replace Yourself

    Restaurant Owners Uncorked - Chris Sommers - Train people to replace yourself from Wil Brawley on Vimeo . In this video, Chris Sommers of Pi Pizzeria and Gringo in St. Louis and Washington, D.C., talks about training. How has training people enabled him to grow the business? Compare this to what you have learned about training from your management textbooks. Is he talking about training or development or both? Explain.
  • 3 Secrets of Highly Successful Graduates

    Do you feel ready for the new world of work? Explain. Reid Hoffman , founder of LinkedIn, shares three things that successful professionals eventually figure out about their careers. The 3 Secrets of Highly Successful Graduates from Reid Hoffman
  • Bill of Rights in the Digital Age

    Are you taking online classes? Have you thought about your rights? What would you add to the infographic below? How could it relate to management training? Please include attribution to with this graphic.