Michael Manning, Ph.D.
Doctoral Faculty - School of Leadership Studies | Fielding Graduate University
Las Cruces, NM, UNITED STATES
Management of change; Emotions and social contagion; Divergent thinking and brainstorming; Organizational culture.
Biography
Michael Manning, PhD, is a member of the Doctoral Faculty in the School of Leadership Studies. He also serves on the faculty at the Center for Values-Driven Leadership, Benedictine University. His career has been dedicated to educating and developing executives, designing effective organizations, and creating applied action research processes and intervention techniques. His research interests span topics of organization change (whole systems change, large group interventions, identifying change moments, the role of affect and emotion in change); leading and collective action; occupational stress and well-being.
Industry Expertise (5)
Health and Wellness
Research
Education/Learning
Training and Development
Professional Training and Coaching
Areas of Expertise (9)
Management & Leadership
Management of Change
Whole Systems Change Using Large Group Methods
Organizational Stress
Emotions and Social Contagion
Quantitative and Qualitative Research Methods
Experiential Learning
Organization Studies
Organization Development & Change
Accomplishments (3)
Best Paper (Boundary Spanning Award) (professional)
Awarded by the Managerial and Organizational Cognition Division at the 70th Annual Meeting of the Academy of Management for "The Change Moment: Emotive Markers Predicting the Onset of Social Movements" (co-authors D.H. Tobey and M.M. Nash).
Division Chair, Organization Development and Change Division (professional)
Academy of Management, 2007-2008
Associate Editor (professional)
(September, 2015) Journal of Applied Behavioral Science
Education (3)
Purdue University: PhD, Administrative Science
Whitworth University: MA, Applied Behavioral Science
Whitworth University: BA, Mathematics
Affiliations (2)
- Academy of Management, Organization Development and Change Division
- Benedictine University, Center for Values-Driven Leadership : Professor
Event Appearances (8)
Constructing Positive Organization Identity with Positive Thoughts, Words, and Deeds (with B.K.C. Chen)
(August, 2015) 75th Annual Meeting of the Academy of Management Vancouver, B.C., Canada
Divergent Thinking and Brainstorming in Perspective: Implications for Organization Change and Innovation (with E.M. Kalargiros)
(August, 2015) 75th Annual Meeting of the Academy of Management Vancouver, B.C., Canada
Keynote Conference Address, “Getting a Return on Values: The Strategic Role Values and Culture Play in Driving Firm Performance and Profitability"
(December, 2014) 9th International Conference on Management Cases Greater Noida, India
Crafting Organizational Culture – The ‘Real Hard Stuff,’ (with B.K.C. Chen)
(December, 2014) 9th International Conference on Management Cases Greater Noida, India
The Role of Organization Identity in Managing Critical Incidents, (with S. Brown)
(Deccember, 2014) 9th International Conference on Management Cases Greater Noida, India
What’s in a Word? The Power of Articulating Values to Develop Values-Driven, Virtuous Organizations, (with J. Ludema, T. Thatchenkery, K. McGee, M. Gentile, D. Bright, T. Powers)
(August, 2014) Annual Meeting of the Academy of Management, Philadelphia, PA
Scholar-Practitioner Collaboration in Entrepreneurship Research, Education, and Practice, (with J. Ludema, T. Powers, F. Ovchinnikov, D. Kuratko, and K. Lynch)
(August 2014) Annual Meeting of the Academy of Management, Philadelphia, PA
Return on values: Exploring the relationship between organizational culture and profit, (with A.Amato, B.Chen & J. Woodward)
(November, 2013) Second International Conference on Emerging Research Paradigms in Business and Social Sciences Middlesex University, Dubai, United Arab Emirates
Research Grants (2)
ARPA Grant: Manufacturing Engineering Education: Engineering Education in Manufacturing Across the Curriculum
Interagency Technology Reinvestment Project $310,347
1995-1997 Co-investigator
New Directions Project Grant: Evaluation of Comprehensive Health Promotion Program
W.K. Kellogg Foundation $266,000
1984-1987 Co-Principal Investigator
Articles (8)
Divergent Thinking and Brainstorming in Perspective: Implications for Organization Change and Innovation
(2015) Research in Organizational Change and Development, Vol 23, 2015
This chapter attempts to elucidate the important role that divergent thinking plays in organizational creativity, innovation, and change. We define brainstorming as a systematized method of divergent thinking, review this literature, and advocate for the ...
Crafting Organization Culture – ‘The Real Hard Stuff’
(2015) Leveraging Human Factors for Strategic Change: An Organizational Culture Perspective
Chen, B.K.C. & Manning, M.R.
G.C. Sardana and T. Thatchenkery (Eds.) New Delhi: Bloomsbury Publishing Pp. 211-221.
The Role of Organization Identity in Managing Critical Incidents
(2015) Leveraging Human Factors for Strategic Change: An Organizational Culture Perspective
Brown, S. & Manning, M.R.
G.C. Sardana and T. Thatchenkery (Eds.). New Delhi: Bloomsbury Publishing Pp. 177-187.
Collaborative strategic planning: Labor and Management Partner for Success
(2015) Understanding Work Experiences from Multiple Perspectives: New Paradigms for Organizational Excellence
Nash, M.M. & Manning, M.R.
Sardana, G.D. & Thatchenkery, T. (Eds.) New Delhi: Bloomsbury Publishing Pp. 313-323.
Executive compassion: How executives construe compassion at work
(2014) Current Topics in Management
Avramchuk, A.S. & Manning, M.R.
V.17, 135-159.
Smoke-free work environment
(2014) Encyclopedia of Management (third edition)
Manning, M.R.
Cooper, C.L. (Ed.) John Wiley & Sons Limited.
Compassion for a Change: A Review of Research and Theory
(2013) Research in Organizational Change and Development
Recent emphasis in research and theory building on compassion in organizations has not yet received sustained attention by organization development and change scholarship. Compassion at work, however, has been reported as instrumental in ...
Cause maps, sensemaking, and planned organizational change
(2001) The Journal of Applied Behavioral Science
This study represents a first attempt to employ cognitive cause-mapping techniques to explore individual sensemaking during a planned organizational change. The authors evaluated the contribution of this method as a vehicle for exploring sensemaking ...
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