Social

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)

Emotions and Social Contagion

Quantitative and Qualitative Research Methods

Experiential Learning

Organization Studies

Organization Development & Change

Management & Leadership

Management of Change

Whole Systems Change Using Large Group Methods

Organizational Stress

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 ...

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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 ...

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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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