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Management

Every good manager knows that people are their most valuable resource. In these articles we show you how to manage effectively to get great things from the people you manage. We'll tell you how to create powerful teams, nurture talent and prevent conflict. All our articles contain the best new business thinking from around the world.

Revealed: the four key attributes managers need during a downturn

Terry Frost, Black Moon and Ochre, Flowers Gallery

In Harvard Business Review, Robert I. Sutton advises on how to be a good manager when the economy is bad.

How should HR handle the difficult task of laying off employees?

Terry Frost, Lorca, Flowers Gallery

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.

A.G. Lafley's four leadership lessons for chief executive officers

Terry Frost, Newlyn Blue Q, Flowers Gallery

In Harvard Business Review, Procter & Gamble CEO A.G. Lafley highlights the things that only a company's chief executive officer can do.

The enduring wisdom and advice of the late Peter Drucker

Noel Forster, Flowers Gallery

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.

How do you motivate workers in a difficult economic climate?

Josef Herman, Flowers Gallery

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.

Could the success of an organisation depend on the mood of the management?

Trevor Sutton, Moon Dreams, Flowers Gallery

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.

The most common errors of management and how to correct them

Prunella Clough, Flowers Gallery

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:

So you need to cut costs? Here's how...

Derek Hirst, Flowers Gallery

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:  

How should you handle a negative team member?

Julie Cockburn, Shell-shocked, Flowers Gallery

On HBR.org, Amy Gallo offers advice on how to handle a pessimist on your team.

She suggests three approaches to negative behaviour:

What questions do directors need to ask about talent management and succession-planning?

Jack Smith, Sound, Flowers Gallery

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:

Why global management requires knowledge of cultural differences

Trevor Sutton, Starcross, Flowers Gallery

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.

How to help employees meet their goals

Josef Herman, Flowers Gallery

On HBR.org's 'Best Practices' blog, Amy Gallo looks at ways of making sure your employees succeed in achieving their goals.

Are you guilty of overcommunication?

Jack Smith, Flowers Gallery

It's possible to overcommunicate as a manager, according to Joel Spolsky of Inc.com.

Managing complexity and increasing effectiveness

Trevor Sutton, Flowers Gallery

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.  

Dealing with conflict in the workplace

Julie Cockburn, Hero, Flowers Gallery

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".

Management style: how many of these sins are you guilty of?

Julie Cockburn, Flowers Gallery

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:

Why do good managers make bad decisions?

Jack Smith, Dialogue, Flowers Gallery

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.

How to avoid creating a zombie workforce

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.

Make your meetings more effective

Meetings may be the bane of the corporate world but even small businesses cannot do without them, writes Josh Spiro of Inc.com.

How should your managers be managed?

On Inc.com, Darren Dahl tackles the problem managing managers and helping "smart, committed and passionate" people perform to their potential.

When only micromanagement will do

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.

Why you have to manage as well as lead

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.

The art of creating a positive workforce

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.

How to use rivalry and competition to boost innovation in your company

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.

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