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.
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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.
Controlling bosses produce unproductive employees, says Andrew O'Connell on HBR.org's 'Research' blog.
In fact, the mere thought – or even an unconscious thought – of a controlling person can have a negative effect on employees' performance, he insists.
In Harvard Business Review, Vijay Govindarajan and Chris Trimble discuss the conflict that sometimes arises between innovation teams and the people responsible for day-to-day operations. They believe the solution lies in organising an innovative initiative as a partnership of both entities.
On the Bloomberg Businessweek website, Sharon Nunes discusses the concept of working outside the "comfort zone" and creating successful collaborations from the conflicts and creative tensions that exist within networks and teams.
On Forbes.com, Donald Delves discusses ways in which pay can encourage innovation.
On Forbes.com, Martin Zwilling outlines a recipe for a great business plan, revealing the ten essential ingredients.
According to the author, investment-grade business plans usually consist of around 20 pages, which should also contain these ten key elements that matter most to business owners and investors…
Writing for HBR.org's 'Best Practices' blog, Amy Gallo offers some advice on avoiding recruitment disasters.
As Gallo points out, hiring staff can be both nerve-wracking and time-consuming, and the outcome is often uncertain.
Micromanagement might not be such a bad thing, according to Thomas O. Davenport, writing for Bloomberg Businessweek. While the "neurotic, power-tripping variety drives employees crazy", well-executed micromanagement "gives them what they want and need to do their jobs well".
The ways in which managers can raise levels of employee satisfaction in the workplace are addressed by John Baldoni on the Bloomberg Businessweek website.
There is a "profound misunderstanding" regarding the link between structure and performance, according to Marcia W. Blenko, Michael C. Mankins and Paul Rogers writing in Harvard Business Review.
Extreme hiring is a new phenomenon explored by Nicole Perlroth on Forbes.com. "Psychological scrutiny and rigorous simulations are fast becoming a requisite part of the interview process," she says. "The downturn has shed a decidedly unflattering light on subjective hiring practices," adds Perlroth.