SAGE Video: Series - Business & Management

  • Corporate Animals

    Eight habits of birds are explored and used as examples of how a business can be run effectively.

    Six habits of bees are explored and used as examples of how a business can be run effectively.

    Seven habits of lions are explored and used as examples of how a business can be run effectively.

    Seven habits of primates are explored and used as examples of how a business can be run effectively.

  • Crisis Management

    Instructor Michael McManus provides an introductory overview of his multi-chapter series on crisis management. He discusses his professional experiences and what avenues of study the course will cover.

    In this entry chapter of the series, instructor Michael McManus outlines the fundamentals of what defines a crisis. He then talks through various crisis scenarios and methods of preparation for being ready when a crisis arises.

    In chapter 2 of this series on crisis management, Michael McManus explains how to prepare for and prevent crises. He outlines the steps in setting up a crisis response team and identifying crisis warning signs.

    In chapter 3 of this series on crisis management, Michael McManus discusses the challenges that arise within an organization in crisis. He describes how leaders have to face staff dissent and enemy plots, and that above all they must maintain calm.

    Crisis situations often receive considerable attention or derive their inception from from external sources. In chapter four of this series on crisis management, Michael McManus analyzes external forces in proclaiming guilt or innocence, facing enemies, or interacting with the press.

    Once the troubled waters of crisis have subsided, a time arises for reflection and evolution. In chapter 5 of his series on crisis management, instructor Michael McManus discusses debriefing and new policy implementation after emerging from a damage control position.

    In chapter 6 of this series on crisis management, Michael McManus provides a selection of fictional case studies to analyze how crisis scenarios can play out. His examples cover the pharmaceutical, banking, political, and sports worlds.

    In the final chapter of his series on crisis management, Michael McManus provides an overview of the concepts he covered in prior lessons. He highlights key ideas and explains how they work together as a complete crisis management plan.

  • I'll Show Them Who's Boss Series 2

    Sir Gerry Robinson is sent into County Linen and Laundry, a linen and laundry company that is going downhill. The company has been steadily losing money and the support of the staff since a management change. Robinson is brought in to try to get the management to make the necessary improvements, and hires back an old employee who was loved by staff.

    The Shire Bed Factory is run by Mr. Hussein and his two sons in law, but the business is failing and losing money fast. Sir Gerry Robinson is brought in to help save the business, and chooses one of Mr. Hussein's daughters to run Shire Beds. Traditional beliefs in the family usually keep women out of business, but the daughter is the best chance for the business to succeed.

    Sir John Starkey, the current baronet, is retiring and wants to pass Norwood Park estate and the family businesses to his only son. His wife, Lady Victoria Starkey, wants her husband to consider their three daughters when choosing an heir. Sir Gerry Robinson is called in to recommend a successor.

    Arrow Ford is run by Robin Harris and has been losing money for the last three years. Sir Gerry Robinson is brought in to help the business, but Harris is unwilling to let go of his leadership role. Robinson eventually convinces Harris to listen to his two daughters and put someone else in charge of the business.

    Sir Gerry Robinson is sent to help Sanrizz, a family owned business of hair salons. The three brothers who own Sanrizz want to expand the business, but they can not agree on an expansion plan. Robinson tries to get them to stop the partnership, but when they say no, he suggests franchising.

    Sir Gerry Robinson is brought in to help a family hotel switch to new management. The Old Manor Hotel has been continuously successful, but the aging owner is unwilling to let his sons take over. Robinson asks the sons create a business plan to prove that they are ready to run the family business.

  • Inside Marketing

    With Professor Ben Voyer, Hanna Laikko and Georgina Milne discuss working in marketing at Moving Brands. They cover the qualities employers are looking for, career progression, daily tasks, teamwork, challenges, and more.

    Professor Ben Voyer discusses three key terms that marketers and marketing scholars usually group together, segmentation, targeting, and positioning, and demonstrates how to apply them with real-world examples.

    Dr. Ben Voyer meets with global experts Darren Bowles and Hanna Laikko at Moving Brands, a creative agency dedicated to creating memorable branding experiences.

  • Introduction to Financial Accounting

    Professor Rick Johnston begins a series on financial accounting. In this first installment, he introduces basic accounting terms and financial statements. Johnston also explains the different audiences for financial statements and how to use the statements to analyze a company's performance.

    Drawing on real examples from Apple's 2010 balance sheet, this video explains the basic equation at the heart of this financial statement: assets equals liabilities plus equity. The video defines assets, liabilities, and equity, as well as discussing different types of measurement used in accounting.

    The income statement reflects a company's net income. Net income is figured by subtracting expenses from revenue, but practices such as deferring revenue can affect how income is figured.

    The cash flow statement reflects how and when money comes into and leaves a business. Accrual accounting methods can complicate this, because a company can be successful without actually being paid. This statement shows how a business is managing its day-to-day expenses.

    Stakeholders can analyze financial statements to determine a business's performance. The Dupont decomposition technique can break down summaries of performance into useful data about a company's margin, turnover, and leverage.

    Using a fictitious new company called Blades, the speaker reviews business operating costs, liabilities, and transactions. He explains how to account for each in monthly balance sheets and income statements.

  • Leadership

    Business leaders discuss the leadership qualities needed to start a small business. They explain how to cope with the inevitable setbacks that come with starting a business, and they discuss the importance of giving back to the community once the business is established.

    Business leaders discuss how to empower employees to get the best out of a business. They explain strategies for running meetings and for creating effective communication. Several also stress the importance of delegating tasks to employees.

  • Management & organizations

    Professors Stewart Clegg and Tyrone Pitsis discuss the challenges of organizational and personal identity.They briefly discuss to what extent an organization can mandate an employee's behavior and to what point an employee should comply with requests.

    Professors Stewart Clegg and Tyrone Pitsis tackle ethical challenges to professional organizations. They discuss whether a company should force its staff to promote clients that may engage in questionable moral practices.

    Professors Tyrone Pitsis and Stewart Clegg review workplace communication and explains what happens when critical opinions fall on deaf ears. As an example, they cite the 1986 Challenger Space Shuttle disaster.

    Leadership coach Tyrone Pitsis explains how he would handle a leader who acted like Jean-Marie Messier. Jean-Marie Messier was a French CEO and a very narcissistic leader. Pitsis discusses what leadership qualifications can be coached and how he would go about coaching them.

    Professors Stewart Clegg and Tyrone Pitsis discuss Walmart's sex discrimination issues, with Pitsis displaying a fundamental misunderstanding about what sex discrimination is. Both men recommend that Walmart take an active leadership role in rooting out sex discrimination and bad HR policies, rather than just defending itself against accusations.

    Professors Stewart Clegg and Tyrone Pitsis discuss the roles of management within office culture. They highlight how to deal with co-worker disputes and resolve conflict.

    Professors Stewart Clegg and Tyrone Pitsis discuss office culture and how to manage situations when challenging senior authority opinions. They discuss when and how to best voice a position of dissent.

    Professors Stewart Clegg and Tyrone Pitsis discuss workplace innovation. They outline the importance of creating an environment that fosters innovation rather than setting an innovation deadline.

    Professors Clegg and Pitsis discuss disaster management and public relations errors. As an example, they cite the mishandling of the Deepwater Horizon oil spill by BP in 2010.

    Professors Stewart Clegg and Tyrone Pitsis discuss how organizations can be capable of learning. They examine how nursing homes can evaluate and improve their facilities and services.

    Professors Stewart Clegg and Tyrone Pitsis review the challenges and pitfalls that teams may confront when attempting innovation. The two offer advice and strategies on how to foster project development, maintain momentum, and achieve success.

    Professors Tyrone Pitsis and Stewart Clegg discuss the challenges of running an ethical business abroad. In this case study, they highlight issues faced by corporate giants Google and Apple when they began operations in China.

    Professors Stewart Clegg and Tyrone Pitsis discuss organizational design. The two talk about strategies and approaches to influence change in an organization.

    Professors Stewart Clegg and Tyrone Pitsis discuss a major issue with globalization: corporate tax evasion. They present the challenges national governments face and explain a series of recommended commerce polices.

    Professors Stewart Clegg and Tyrone Pitsis analyze Six Sigma and other management control schemes. They review whether any one system provides worthwhile, evidence-driven proof for their practices or if it is all hot-air and fashionable nonsense.

  • Managing People

    Business leaders discuss how they hire the right employees for their companies. They also explain strategies on building effective teams once those employees are hired. Many companies do this by creating a unique culture that is tailored to their employees.

    Various CEOs and company leaders discuss their different strategies for employee training and retention. They also explain their strategic use of a variety of different compensation packages.

  • Marketing & Sales

    Business leaders discuss the marketing strategies of their companies. They explain their online marketing efforts, how they control public relations, and how to build and keep a quality brand.

    Small business leaders discuss their sales techniques. They also explain the importance of networking and fully understanding your market.

  • Performance Management and Appraisal

    Katherine Mount introduces a multi-part course on performance management and appraisal.

    Katherine Mount discusses performance management in an organization and how to use performance management to its full potential. Good performance management requires the manager to understand organization-wide goals and the specific job requirements of the staff. Mount discusses mission statements, the cascading objectives technique, and the competency framework.

    Katherine Mount discusses performance management and how to use the skill-will model to identify and manage different performers. The skill-will model uses a quadrant to evaluate an employee based on their skills and motivation. How to use the model, how to manage different performers, and how to use rewards and incentives are discussed.

    Katherine Mount discusses performance management and how to prepare for an appraisal meeting. Performance management is more than just an appraisal meeting; the meeting is the formal culmination of many informal discussions throughout the year. Mount discusses common appraisal styles, evidence gathering, and self-assessment in appraisal meetings.

    Katherine Mount discusses performance management and how to conduct the first part of an appraisal meeting. The appraisal meeting is when the employee receives their final performance report, and the meeting can get emotional--especially if the review determines pay. Mount discusses how to set up the room, how to facilitate self-assessment, and how to handle any negative emotions that occur.

    Katherine Mount discusses performance management and creating a personal development plan. A personal development plan is a collaboratively compiled document that lays out how each employee plans to improve their performance during the next performance cycle. Mount discusses the competency framework, goal setting, and how to use the SMART model for goal setting.

    Katherine Mount discusses performance management and how to review performance throughout a cycle. Performance management cycles are commonly a year long, but it is important to monitor performance throughout that year. Mount discusses how to monitor performance, techniques for the mid-cycle appraisal, and how to use the walking-about and open-door management techniques.

    Katherine Mount concludes her multi-chapter course on performance management. Performance management can be used to increase productivity and motivation throughout an organization, and Mount reviews the techniques to make performance management a success.

  • So What Do You Do All Day?

    Adrian Chiles follows Sir Richard Branson to see what a day is like in the life of a billionaire. Branson owns many businesses, including the Virgin record label, Virgin Atlantic Airways, Virgin mobile and Virgin Rail. Branson discusses his primary duties, the failures he has had, and how he manages to juggle work and family life.

    Eddie Jordan discusses the marketing and branding of his Jordan Grand Prix Formula One racing team. He talks about negotiating with sponsors and drivers in order to field a second team. He also hosts a tour of his headquarters, engineering facilities and test track.

    Adrian Chiles follows Karan Bilimoria, the creator of Cobra beer, for a day to show what it is like to be in charge of a successful business. He asks about how Bilimoria has made it this far in one of the most competitive beer markets, the hurdles he will have to overcome to break into the Indian market, and his overwhelming optimism about his business as a whole.

    Adrian Chiles shadows modeling agent Sarah Doukas as she balances work and family life, scouts for new talent, and oversees modeling negotiations. He asks about issues of body image and the lack of diversity in modeling, as well as investigating how the modeling agency works.

    The BBC's Adrian Chiles follows public relations guru Lynne Franks for an entire day. Since selling her wildly successful PR empire, she has embraced many new passions including meditation, small business, and inspiring women in business.

    Adrian Chiles follows Simon Kelner, editor of the Independent newspaper, to discover what being a newspaper editor entails. The Independent saw an extreme decrease in sales before Kelner took over, and to stop this downturn he decided to release two different editions, a regular broadsheet and a tabloid edition. Kelner discusses the failures of the paper, what it takes to meet a newspaper deadline, and frustrations within the business.

  • Start-Up

    Business leaders discuss the issues involved in forming a new business. They explain how to come up with a quality business idea, then they describe how to build a business plan using market research.

    Business leaders discuss how beginning businesses should manage money. They explain the best strategy for financing a new company, as well as strategies for working with the institutions that provide financing.

    Business leaders discuss how to start a business with limited financing. They also explain strategies and methods for dealing with other common problems that fledgling businesses face, including finding customers.

  • Strategic Marketing

    Professor Kunal Basu begins his course on strategic marketing with a personal introduction. Included in this segment is a chapter-by-chapter overview of the upcoming lessons.

    Strategic marketing addresses the exchange between a company and its customers. Marketing influences the exchange of products and services, and the transfer of ideas and emotions. Marketing philosophies, portfolio analysis, and strategic marketing planning are discussed.

    Strategic management and customer centrality can be beneficial for companies if used effectively. Customer-centric companies are believed to deliver superior value and achieve strategic objectives more easily. The themes of customer centrality can be split into two domains, macro and micro, covering the company as a whole and the target market.

    If used correctly, strategic marking and customer centrality can help a business succeed and prosper. To succeed as a marketer, you must try to get inside the minds of the customers. Promotions, loyalty satisfaction segmentation, and leadership skills are discussed.

    Strategic branding is arguably the most importance part of the discipline in both consumer and industrial markets. What brands are, how they are built, and their importance is covered.

    Companies should use brand management to influence the interaction between brands and marketing. The intersection between growth and brand strategy, brand loyalty, and global branding are discussed.

    Corporate social responsibility can cover topics from cleaning up environmental damage to responding to lawsuits. The societal criticism surrounding these events can seriously harm companies. Marketing characteristics, the marketing characteristic study, and product classification are discussed.

    The course on strategic marketing is concluded with a summary of the six chapters on marketing strategy.

  • The Chinese are Coming

    The BBC's Justin Rowlatt travels from Angola to Tanzania to explore China's growing influence on Africa. China has a significant presence in the construction, shipping, and mining industries, but individual entrepreneurs are also making inroads into local economies. In some countries, the Chinese and Africans get along, but in other countries, the relationship is plagued with suspicion, violence, and exploitation.

    Justin Rowlatt goes on a journey to study the unstoppable global rise of China. He visits the world's biggest mine, the Amazon rain forest, and the people who live in rain forest. Then he travels across America to see how China's expansion is devastating the industrial heartland. Rowlett is trying to discover how the relentless rise of China is upsetting the balance of world power, and what that would mean for the rest of the world.

  • The Naked Entrepreneur

    Mike McDerment, CEO and founder of FreshBooks, describes starting and running his business. He discusses the hardships that come with being an entrepreneur, what it takes to be successful, and the persistence required to endure both.

    Dan Martell talks about his experience starting companies and the importance of prioritizing family. He discusses his rough upbringing and how that put him on his current path.

    Yona Shtern discusses his business, Beyond the Rack, and the many challenges he faced trying to get the company up and running. He talks about how he balances work and family, and what his company is today.

    Young entrepreneur Ali Zahid discusses his company, Vanhawks, and the prejudices he's had to overcome because of his age. He talks about what went into starting the company, the effect it had on family relationships, and the immense success he has already seen.

    Entrepreneur Katherine Hague discusses starting and selling her own business, Shoplocket. She talks about the decisions she made for the company, Shoplocket being shut down, and what she sees for herself in the future.

    Mike Katchen discusses his business, Wealthsimple, and what steps he had to go through to start this company. He discusses why he considers himself an "accidental entrepreneur," what his goals are for the company, and how he plans on achieving these goals.

    Professor Sean Wise interviews Susur Lee, a prominent chef and restaurateur. Lee explains how he got to where he is today, what it takes to be an entrepreneur, and how to juggle work and family life.

    Ariel Garten, creator of the Muse, describes her experience starting a company and the challenges that she had to face. She discusses the last minute deadlines, getting investors, and the passion that she has for her product and how that has helped her throughout the process.

    Bruce Coxon, a serial entrepreneur, discusses starting his own businesses and then moving into the world of investment. His success started with creating the first online dating platform, but after selling he switched to investment, starring on the show Dragon's Den. He explains how he instills values into his employees and his children, and what it is like to make the change from entrepreneur to investor.

    Gene Simmons, rock star bassist for KISS and celebrated entrepreneur, has a sit down visit with Professor Sean Wise. Simmons discusses his life experiences, business successes and failures, and what ultimately motivates a dedicated entrepreneur.

  • theTwelve Collective

    Members of theTwelve Collective share thoughts and stories of launching during the COVID-19 pandemic, including designing and building the collective, team and community building, collaboration, ethical considerations, benefits of, and the many opportunities it provides.

    Lori Parkerson, co-founder of Selah DC, discusses Selah DC and theTwelve Collective, including her work with Redeem and Selah DC, and incorporating rest into a business strategy.

    Amria El-Gawly, founder of Manifesta and member of theTwelve Collective, discusses business as a force for social change, the next generation of business owners, the origins of Manifesta, and her vision of a health workplace culture.

    Obiekwe Okolo, founder of Stag Creative and creative director of BitterSweet Creative, shares his experiences with BitterSweet and theTwelve Collective during the COVID-19 pandemic, including his current projects and the importance of rest.

    Britnie Dates, a member of theTwelve Collective, discusses theTwelve Collective and brand storytelling, including how to capture a retailer's voice, her proudest project, and how she came to write business stories.

    Joilyn Jackson, a member of theTwelve Collective, founder and co-creator of Denniston House, discusses the Denniston House project, including the development process, collection of pieces, the relationship of art and commerce, and shares advice for e-commerce students.

    Curry Hackett, Urban Designer at Wayside Studio and Adjunct Architecture Professor at the University of Tennessee, discusses theTwelve Collective and Wayside Studio including his work, lessons learned, how his work informs research, and shares advice for blending community, art, branding, and design.

  • Time Management

    Behavior and communications specialist Katherine Mount begins a multi-chapter video course on time management skills. As part of this introductory chapter, viewers are asked to chart their daily activities and identify personal organization tendencies.

    In this second chapter of her time management series, Katherine Mount outlines the demarcation between urgent and important tasks. She defines four zones of categorization and provides guidance on how to balance daily activities between these zones.

    Despite the many reasons to procrastinate, instructor Katherine Mount emphasizes that the only right time to get started is "now." This chapter identifies personal and external distractions and lays out multiple approaches for overcoming delays.

    In the fourth chapter of this time management series, instructor Katherine Mount focuses on the priority and sequence of tasks scheduled for completion. She then gives guidance on how to work the to-do list into a daily schedule.

    The fifth chapter in this time management series turns its focus to workplace tactics. Katherine Mount describes how to mitigate distractions like incessant e-mails, dispels the myth of multitasking, and even demonstrates how to say "no" when necessary.

    Instructor Katherine Mount dedicates the entire sixth chapter of her time management series to software applications designated to improve time management. She covers the range of to-do lists, calendars, time-tracking software, and e-mail clients to help ensure that technology can be used to its fullest potential in maximizing time efficiency.

    In the seventh chapter of this time management series, Katherine Mount suggests tailoring personal motivations. She proposes offering a range of incentives and rewards at various scheduled milestones to ensure focus and deliver the drive necessary to stay on task throughout the day.

    This final segment in the time management series recaps material covered in past lessons. Katherine Mount reviews aspects of diagnosis, prioritization, breaking tasks down, creating an efficient environment, and living a healthy lifestyle.

  • Train the Trainer

    Helen Ritchie introduces her multi-chapter course on how to train people. She describes the aspects that will be covered throughout the course.

    In chapter 1 of her series on training, Helen Ritchie discusses the foundations of an effective course. While giving a training course it is important to not give a presentation; you're helping people learn, not talking to an audience. Ritchie discusses how to establish a training need, create a learning objective, and collaborate in training.

    In chapter 2 of her series on training, Helen Ritchie discusses how to deal with different types of learners in a training class. The types of learners are explored through the theories of cognitive constructivism. Ritchie discusses learning preferences, communication styles, and dealing with challenging behaviors.

    In this third chapter of her course on training, Helen Ritchie discusses designing a training course and the best ways to structure a course. It is important to cover topics in a logical order. Ritchie discusses how to structure the introduction, the organization of the rest of the course, and how to create an outline to reference during the course.

    In chapter 4 of her course on training, Helen Ritchie discusses the personal impact that the trainer can have on a class. The trainer creates personal impact through a good impression that establishes credibility through image, energy, and an opening welcome. Ritchie discusses the ideal training environment and gives an example of the introduction to a training session.

    In chapter 5 of her series on training, Helen Ritchie discusses the voice and other tools a trainer can use. The voice is the most important tool a trainer can use; it can give the session variety and make it compelling. Ritchie discusses the voice, breathing techniques, and confidence.

    In chapter 6 of her course on training, Helen Ritchie discusses storytelling and other options to convey content. Storytelling helps give context to information that is being provided and can help aid comprehension of the material. Ritchie discusses storytelling, drama techniques, and how to use technology in the course.

    In chapter 7 of her course on training, Helen Ritchie discusses what to do during the post-course phase. The post-course phase involves helping with the evaluation process, checking whether the training has resulted in tangible changes, and supporting learners to continue improving their skills. Ritchie talks about group discussion, creating action plans, and feedback forms.

    Helen Ritchie concludes her course on training and gives an assessment of the course. After a course recap, Ritchie asks evaluation questions and tests knowledge retention.

  • Understanding Economics

    Professor John Min, PhD, discusses economics including definition of, the benefits of studying, conflict and the scarcity of resources, four ways of conflict resolution, and refines the definition.

    Professor John Min, PhD, discusses five aspects of economic thinking including making choices and opportunity costs, thinking rationality to make good choices, thinking marginally to make optimal choices, using models to communicate, and thinking positively rather than nominatively.

    Professor John Min, PhD, discusses the key problem economists deal with including the two main types of economic activity, production activity, GDP and per capita GDP, and the production possibilities model.

    Professor John Min, PhD, discusses economic markets including market coordination, market specialization, comparative economic advantage, market price, and supply and demand.

  • Voyages of Construction

    Barrow-in-Furness is a town in the English Lake District that has a history of building submarines and an economy based on the shipyard. In 2009, the shipyard built the first new British submarine in 10 years, and it is one of the most technologically advanced machines in the world. This program examines how they build the submarines and how a nuclear reactor powers the ship.

    The Rolls-Royce plant in the city of Darby designs and manufactures some of the finest jumbo jet engines in the world. This documentary follows its production process and tells the story of how designing the Trent engine nearly bankrupted the company and the community that relies on it.

    QinetiQ works on some of Britain's most secret, innovative, and groundbreaking engineering projects. They have been rebuilding Chinook helicopters for the RAF and are involved in the production of military robots. They also work on adapting military technology for civilian use.