Editing Management (section)

===Good practices===
While management trends can change fast, the long-term trend in management has been defined by a market embracing diversity and a rising service industry. Managers are currently being trained to encourage greater [[equality of opportunities]] for minorities and women in the workplace, offering increased flexibility in working hours, better retraining, and innovative (and usually industry-specific) performance markers. Managers destined for the service sector are being trained to use unique measurement techniques, better worker support, and more charismatic leadership styles.{{cn|date=August 2024}} [[Promotion (rank)|Promotion]] prospects can [[incentive|incentivise]] performance improvements.<ref name="j780">{{cite journal | last=Campbell | first=Dennis | title=Nonfinancial Performance Measures and Promotion-Based Incentives | journal=Journal of Accounting Research | volume=46 | issue=2 | date=2008 | issn=0021-8456 | doi=10.1111/j.1475-679X.2008.00275.x | doi-access=free | pages=297–332}}</ref> [[Human resources]] finds itself increasingly working with management in a training capacity to help collect management data on the success (or failure) of management actions with employees.<ref>{{cite web|title=The Role of HR in Uncertain Times|url=http://graphics.eiu.com/marketing/pdf/Oracle_HR.pdf|access-date=18 January 2015|website=Economist Intelligence Unit}}</ref> 

Good practices identified for managers include "walking the shop floor",<ref>Verity, J., [https://peoplepuzzles.co.uk/news/five-benefits-of-walking-the-shop-floor/ Five benefits of walking the 'shop floor'], ''People Puzzles'', accessed 11 March 2023</ref> and, especially for managers who are new in post, identifying and achieving some "quick wins" which demonstrate visible success in establishing appropriate objectives. Leadership writer [[John Kotter]] uses the phrase "Short-Term Wins" to express the same idea.<ref>Kotter, J., [https://www.kotterinc.com/8-steps-process-for-leading-change/ The 8-Step Process for Leading Change], accessed 11 March 2023</ref> As in all work, achieving an appropriate [[work-life balance]] for self and others is an important management practice.<ref>Britt, H., [https://www.goskills.com/Office-Productivity/Resources/Work-life-balance-tips 14 Ways To Improve Work-Life Balance], accessed 11 March 2023</ref>

====Evidence-based management====
{{Main|Evidence-based management}}
[[Evidence-based management]] is an emerging movement to use the current, best evidence in management and [[decision-making]]. It is part of the larger movement towards [[evidence-based practices]]. Evidence-based management entails managerial decisions and organizational practices informed by the best available evidence.<ref name="Pfeffer_2006">{{cite book|url=https://archive.org/details/hardfactsdangero00pfef|title=Hard Facts, Dangerous Half-Truths And Total Nonsense: Profiting From Evidence-Based Management|vauthors=Pfeffer J, Sutton RI|date=March 2006|publisher=Harvard Business Review Press|isbn=978-1-59139-862-2|edition=first|location=Boston, Mass|author-link1=Jeffrey Pfeffer|author-link2=Robert I. Sutton|url-access=registration}}</ref> As with other evidence-based practice, this is based on the three principles of published peer-reviewed (often in management or social science journals) research evidence that bears on whether and why a particular management practice works; judgment and experience from contextual management practice, to understand the organization and interpersonal dynamics in a situation and determine the risks and benefits of available actions; and the preferences and values of those affected.<ref>{{cite journal|vauthors=Spring B|date=July 2007|title=Evidence-based practice in clinical psychology: what it is, why it matters; what you need to know|journal=Journal of Clinical Psychology|language=en|volume=63|issue=7|pages=611–31|citeseerx=10.1.1.456.9970|doi=10.1002/jclp.20373|pmid=17551934}}</ref><ref>{{cite journal|vauthors=Lilienfeld SO, Ritschel LA, Lynn SJ, Cautin RL, Latzman RD|date=November 2013|title=Why many clinical psychologists are resistant to evidence-based practice: root causes and constructive remedies|journal=Clinical Psychology Review|volume=33|issue=7|pages=883–900|doi=10.1016/j.cpr.2012.09.008|pmid=23647856}}</ref>