Aviation Risk Assessment in the Context of Uncertainty

The paper analysis a subject insufficiently addressed or even misunderstood (i.e. uncertainty) in relation to describing aviation safety, financial or social risks. In the context of Covid-19 pandemic, uncertainty becomes a habit and the aviation industry has to confront and mitigate it. The study outlines the characteristics of risks under uncertainty, conditions for triggering risks and the importance of proper understanding of notions as an instrument for collaborative decision making and managerial success. After reviewing various studies, the authors differentiate the informally use of the two terms from the academic (formal) one and highlight the distinction between real and perceived risk influenced by uncertainty. Finally, a research on the limitations of different performance related indicators while dealing with unclear, imprecise or incomplete knowledge is achieved.

Biographical predictors of individual psychological characteristics included in the ‘Big Five’ of personal qualities

The article analyzes the role of biographical predictors of individual psychological characteristics that are included in the ‘Big Five’ of personal qualities. The analysis of the relationship of answers to psychobiographical questions included in the questionnaire of management potential (Y.V. Sinyagin, 2014) with the results of the ‘Big Five’ model is presented. The necessity of studying personality traits conducive to successful activities is substantiated. On the basis of empirical research, predictors of managerial success are characterized. Arguments are given for including data containing biographical information in methods of psychological analysis of a person. The authors show that the obtained empirical data can find their practical application in several areas. First of all, it is their direct use during interviews and interviews with leaders.

Cultural evolution of football tactics: Strategic social learning in managers' choice of formation

In order to solve complex problems or make difficult decisions, people must strategically combine personal information acquired directly from experience (individual learning) and social information copied from others (social learning). The game of football (soccer) provides a wealth of real world data with which to quantify managers' use of personal and social information in selecting team formations. I analyse a 5-year dataset of all games (n=9127, 2012-2017) in the five top European leagues (English Premier League, German Bundesliga, Spanish La Liga, French Ligue 1 and Italian Serie A) to quantify the extent to which a manager's initial match formation is guided by their personal past use or success with that formation, or other managers' use or success with that formation. I focus in particular on the use of the 4231 formation, which was the dominant formation at the start of this period but showed a gradual decline in use over time. I find that, as predicted, a manager's choice of whether to use 4231 or not is influenced by both their recent use of 4231 (personal information) and the use of 4231 in the entire population of managers in that division (social information). Contrary to expectations, managers appeared to rely more on personal than social information, although this estimate was highly variable across managers and divisions. Serie A managers, in particular, showed a much stronger use of personal information, likely due to the rarity of 4231 in that division. Finally, there did not appear to be an adaptive tradeoff between social and personal information use, with the relative reliance on each failing to predict managerial success.

Interpersonal Skills in MBA Admissions: How Are They Conceptualized and Assessed?

Employers and students concur that soft skills or interpersonal skills are critical to managerial success, yet we know little about how MBA program admissions professionals conceptualize and assess these skills in the context of global management education. Such practices have key implications for interpersonal skills curriculum and training in MBA programs around the globe. A survey of 182 MBA admissions professionals from 24 countries revealed surprising agreement in how interpersonal skills were conceptualized, and suggest interpersonal skills and soft skills are not synonymous. Results also indicated that only 30% of U.S. and international MBA programs use specific criteria to assess applicants’ interpersonal skills, with the remainder using nonspecific criteria or no assessment method. We discuss the need for more rigorous assessment of interpersonal skills in MBA admissions, closer coordination between admissions officers and curriculum developers, and tighter alignment between interpersonal skills assessment and MBA curriculum and learning outcomes.

Critical success factors, challenges and obstacles in talent management

Purpose The purpose of this paper is to identify the obstacles and challenges of talent management as well as its success factors in Iranian automotive industries. Design/methodology/approach This research is a kind of discoverer research done by qualitative approach. The methodology to data collection was interview and research sample was 15 manager in automotive industries. Data analysis was carried out by the coding method, and concepts, minor and major contexts were extracted and lastly the conceptual framework was formed. Findings Based on the findings of the research, framework of obstacles and challenges in talent management was classified into four categories that are structural challenges and barriers, environmental challenges and barriers, behavioral challenges and barriers and lastly managerial challenges and barriers. In addition, the framework of talent management success factors were categorized into three main sections that are structural success factors, environmental success factors and finally managerial success factors. Originality/value Problem finding of talent management in automotive industry and identifying obstacles, challenges and success factors in talent management with qualitative approach through interviews with experts from the Iranian industries is the research value.