In Harvard Business Review, Robert I. Sutton advises on how to be a good manager when the economy is bad.
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Jack Welch and Suzy Welch impart some of their knowledge of human resource management via BusinessWeek.com, offering advice on how to deal with layoffs.
In Harvard Business Review, Procter & Gamble CEO A.G. Lafley highlights the things that only a company's chief executive officer can do.
The November 2009 issue of Harvard Business Review celebrated the centenary of the birth of the management guru Peter Drucker, pointing out that the knowledge he shared during his lifetime is still very relevant to various situations the world finds itself in today.
One of the most important and toughest challenges managers have to face up to is motivating workers during the recession - and this is the subject of Emily Thornton's interview with John Katzenbach, CEO of Katzenbach Partners, at Businessweek.com.
David Bolchover of Management Today reports that a leader's attitude is "highly contagious" and therefore managers have to set the mood of the workplace in order to lift others.
On BusinessWeek.com, Aubrey C. Daniels lists some of the most widely used but ineffective management practices, and suggests more suitable alternatives.
Among the misguided management practices listed are:
You're heading a department and have been ordered in no uncertain terms to cut administrative costs by 10%, 20% or 30%. That's the hypothetical – but not uncommon – scenario discussed by Kevin P. Coyne, Shawn T. Coyne, and Edward J. Coyne, Sr in Harvard Business Review. The Coynes offer some guidelines:
On HBR.org, Amy Gallo offers advice on how to handle a pessimist on your team.
She suggests three approaches to negative behaviour:
Writing in BusinessWeek, Claudia Lacy Kelly, the global practice leader of Spencer Stuart's Human Resources Practice, outlines key questions that corporate directors should ask about talent management.
The questions are:
On the website of Fortune magazine, Anne Fisher discusses the art of global management with Charlene M. Solomon and Michael S. Schell, co-authors of the book Managing Across Cultures: The Seven Keys to Doing Business with a Global Mindset.
On HBR.org's 'Best Practices' blog, Amy Gallo looks at ways of making sure your employees succeed in achieving their goals.
It's possible to overcommunicate as a manager, according to Joel Spolsky of Inc.com.
Complexity is not necessarily bad for business, say Julian Birkinshaw and Suzanne Heywood writing for McKinsey Quarterly. However, there are different types of complexity and the problem for many executives is that they're not always sure of the type that their organisation has.
Conflict in the workplace is inevitable. Many leaders might try to avoid it but it is inescapable.
Writing for Forbes.com, Mike Myatt says the "ability to recognise conflict, understand the nature of conflict, and to be able to bring swift and just resolution to conflict will serve you well as a leader".
On the Fast Company website, media training company Mindflash present a guide to the seven habits of a highly ineffective manager.
Highlighted in infographic form are the "most common workplace ruts" that undermine the effectiveness of managers. Here is a summary of the seven undesirable habits and how to kick them:
On BusinessWeek.com, Matt Boyle talks to management guru Sydney Finkelstein about his latest book Think Again, which examines why ostensibly good managers make poor decisions.
Certain workplace practices can destroy employees' willingness to use their higher cognitive functions, such as imagination and trust, write H. James Wilson and Kevin Desouza for HBR.org.
Meetings may be the bane of the corporate world but even small businesses cannot do without them, writes Josh Spiro of Inc.com.
On Inc.com, Darren Dahl tackles the problem managing managers and helping "smart, committed and passionate" people perform to their potential.
There are times when micromanaging is both good and necessary, according to Christine M. Riordan, writing for Forbes.com, as she runs through some scenarios where managers should keep a closer eye on the day-to-day work of their employees.
On the HBR.org Blog Network, Robert I. Sutton insists that true leaders are also managers, and any belief to the contrary can have a negative effect on the way those in leadership positions do their job.
On Bloomberg Businessweek, John R. Ryan gives some advice to leaders looking to lift their employees' morale and productivity.
Ryan believes leaders who want to inject positivity into an organisation should start with themselves.
According to Bernard T. Ferrari and Jessica Goethals, writing for McKinsey Quarterly, productive rivalry can spur innovation and help the development of products and services, and they cite such diverse evidence as the director of General Electric's Global Research Group, and the more surprising example of the Renaissance.