Dialogue in management education and development: a conceptual framework

Elembilassery, Varun; Chakraborty, S. K.

doi:10.1108/jmd-07-2020-0220

Cited by 3 publications

(1 citation statement)

References 63 publications

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“…It enables the individual to acquire and apply necessary skills, experience, knowledge, capability, insights and the right attitudes to drive other managers, the workforce and work organisations effectively (Dhar, 2022). Elembilassery and Chakraborty (2021) perceived management development through the lens of leadership in focus and argued that it is systematic, deliberate, guided and directed action taken by a manager to assist himself to become more competent in his present position.…”

Section: Introductionmentioning

confidence: 99%

Personality traits, assessment centre quality and management development among Nigerian telecoms managers

Akinwale

Oluwafemi

2022

MANM

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PurposePersonality profiling in today’s business world has become an essential organisational development practice targeted at identifying a set of employees' traits, which differentiate an employee from one another. Given the assumption that personality traits form an essential indicator of developing the potential of an individual workforce, possible to establish how employees function in a certain job role and their suitability for the particular tasks in an organisation. This study aims to explore the relationship between personality traits, assessment centres (ACs) quality and management development in Nigeria telecommunication organisation among its managers.Design/methodology/approachThe study employed multi-stage sampling techniques and further stratified the hierarchy of the management and finally used a simple random sampling strategy on each stratum. A combination of 482 managers in Nigerian telecommunication organisations participated in this study. The study investigated 12 hypotheses and 1 mediating postulation. Multiple scales were adapted to measure dimensions of endogenous and exogenous variables along the path of mediating variables of the study. The study employed a cross-sectional survey approach to administering the research instrument across all the departments among the managers of the organisations. A structural equation model of assessment was used to analyse the data collected from managers of the telecoms organisations.FindingsThe outcome of the study was significant, 10 of the postulated hypotheses were found to be significant while 3 were not significant. The study revealed that a combination of openness to experience, conscientiousness, neuroticism, agreeableness and extraversion personality have no significant relationship with the AC. Also, employees who are high in neuroticism like being emotionally unstable did not find a significant relationship with the AC. In a similar situation, the combined effect of all the big-five personalities was not significant in management development among the managers of the telecommunication industry. The AC is discovered to mediate between personality traits and management development. Individually, the big-five model finds a significant relationship with AC and management development, respectively.Research limitations/implicationsThe study is restricted to managers of the Nigerian telecoms industry alone and not all the entire workforce. It adopted cross-sectional analysis to make an inference on all the managers of the organisations. The implication is that the period of the view of a particular point in a sequence of the event may not be representative. Another implication is that the results from the cross-sectional design are for the relationship, and they do not indicate causation.Originality/valueIn practice, this study has shown that personality profiling is important to managing organisational behaviour to highlight a set of traits of employees suitable for peculiar roles. This study implies that personality elements constitute a vital signal of the potential development of the workforce. It helps to illuminate an individual functioning style in a certain task situation, therefore determining both professional and managerial suitability in performing a given role.

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Section: Introductionmentioning

confidence: 99%

Personality traits, assessment centre quality and management development among Nigerian telecoms managers

Akinwale

Oluwafemi

2022

MANM

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The Space for Religion and Spirituality in Business, Management, and Entrepreneurship Education: Reflections on the Main Contributions and Tentative Directions

Moya,

Toledano

2024

J Bus Ethics

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The business, management, and entrepreneurship (BME) education provided by universities is believed to influence the way in which organisations are managed in the business world. In recent decades, it has been criticised for its focus on profit and short-term goals, while new approaches inspired by the humanities, particularly religious and spiritual traditions, have been proposed. Although research in this area is growing, it is scattered. In this study, we systematically review the existing literature to deepen our understanding of this emergent stream of research. From a sample of 216 papers, 51 articles from 1996 to 2023, selected from the Web of Science and Scopus databases, are analysed. Overall, the findings highlight that the literature on this topic is predominantly theoretical and suggest that some of the wisdom embedded in religion and spirituality might be considered to inform different discussions in BME courses, with a prominent application of sacred and ancient texts in the teaching of business ethics. Future research avenues are discussed in relation to a variety of themes and pedagogical and empirical approaches that can benefit scholars and advance this area of study.

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Using experience-based learning to enhance management education

2022

DLO

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Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. 10; 10; 10; 10; Findings Management education might be most effective when an experienced-based approach to learning is adopted. Firm can achieve desired outcomes by encouraging participants to engage in different types of dialogue in order to interpret experiences that can subsequently help generate new knowledge and inspire greater creativity. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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Dialogue in management education and development: a conceptual framework

Cited by 3 publications

References 63 publications

Personality traits, assessment centre quality and management development among Nigerian telecoms managers

Personality traits, assessment centre quality and management development among Nigerian telecoms managers

The Space for Religion and Spirituality in Business, Management, and Entrepreneurship Education: Reflections on the Main Contributions and Tentative Directions

Using experience-based learning to enhance management education

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