I have summarized hereunder my management research for the year 2010. The concept of my research is within the loop of Human Resource Management and Marketing..
Conflict at Work:
My recent research found conflicts at work costs businesses huge sums every year. Workplace conflict is nothing new, but the impact of recession has increased incidents of conflict at work, particularly at managerial level. Job cuts and downsizing are forcing senior staff to work more closely together than normal, causing rifts and clashes.
The research concludes that conflict management should be vital component in any effective leadership programme; but companies often overlook it as a business priority , and thus managers are ill- equipped to handle conflict. Conflict can arise from misunderstanding;from personality clash;lack of cooperation within a team;or even competition between managers for resources.
The research emphasizes that the best way to nip potential conflict in the bud is before it escalates. To do this , learn to see things from the other people's perspectives. Here are some tips for conflict management:
- Think before you act
- Impact and intention are not the same thing
- Turn the situation around
- Learn and be curious about what can be done differently
- Communicate honestly
- Be emphathetic
- Stay calm
On Talent Management:
My new research explores generational differences employers use when recruiting people to sustain businesses' performance. Employers should not give people trendy generation labels (e.g. X or Y, etc): factors such as age or gender are far more important.
But some generational differences carry weight. The research highlights that organizations should:
- Offer more inclusive approaches to flexible working- younger generations are
less likely than older generations to consider flexible working:
- Women and older people have an interest in flexible working as an alternative
to retirement.
- Give clear commitment to diversity: younger generations are more likely
to actively seek work for employers who attach importance to diversity , and
maybe be put off working for those that don't; and
- Enable the development of communication skills; younger generations to be familiar
and comfortable with using new information and communication technology.
The business case for diversity is well made: but employers must develop good practice to attract a diverse workforce. Focusing on people as individuals and delivering fairness for everyone is vitally important to become an employer of choice and thus attract the best talent. This research shows the labelling people is not the best way forward; employers need to stay alert to employee evolving expectations.
On Highly Innovative Products:
My recent research reveals some unexpected results'
Several categories of new technological products are tested on consumers; four field studies revealed:
- Novelty may create advertising buzz, but when it comes to parting with
money, consumers prefer the familiar over the really new- especially if the
new product requires a behavior change.
- People were twice as likely to state intention to buy familiar as to buy really
new products , regardless of any cost difference. But the likelihood that those
buyers will follow through on their stated intention to buy increases for the
familiar but decreases for really new products.
People are actually reluctant to purchase things that are very new and which require a change in their familiar lifestyle habits . This could explain the failure of marketing for innovative products. My research shows that companies planning to market products should try to minimize the extent to which these products as "really new". They also need to consider the effects of "preannouncing" really new product. The results show that there is a decreasing likelihood that buyers will follow through on purchase intentions of this type of product; the buzz may fail to generate any lasting impact on real purchases.
On Advertising and ROI
My research revealed that many marketers believe that customer relationship management (CRM) delivers the best return on investment (ROI). Conversely , the research also showed that marketers believe advertising delivers the worst ROI.
Significant numbers of people in marketing think the best ROI is delivered by CRM activities. This is particularly true among those working in financial services, other services firms, and those in the technology and telecoms sectors.
Public relations rated second highest in delivering good ROI. Advertising , excluding online, is most widely seen as delivering the least value for money, and thus the worst ROI. Those working for technology and telecom companies also rated advertising poor value. Sponsorship was also considered as delivering poor ROI. Altogether, it seems that businesses should concentrate on CRM to win and retain customers in these difficult times, rather than pour scarce resources into advertising type activities which give poor return.
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