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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.

How to micromanage effectively

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".

Improve your employees' job satisfaction

The ways in which managers can raise levels of employee satisfaction in the workplace are addressed by John Baldoni on the Bloomberg Businessweek website.

Does your organisation need to change the way it makes decisions?

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.

Can simulation tests save the cost of a bad appointment?

Extreme hiring is a new phenomenon explored by Nicole Perlroth on "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.

Are you doing enough to nurture your company's rising stars?

Why do companies so often end up with a shortfall in their talent pipeline? And what distinguishes organisations that have been able to prepare their rising stars for post-promotion success?

How to achieve better results through employee networks

The traditional methods for driving operational excellence in global organisations are not enough, write Rob Cross, Peter Gray, Shirley Cunningham, Mark Showers and Robert J. Thomas for MIT Sloan Management Review.

Assembling a more creative workforce

If you want to build an innovative company, you had better make it your business to find employees who think outside the box, says, as the online business journal shares tips on hiring for creativity.

When delegation is the wrong option

Whitney Johnson offers some reasons why you shouldn't delegate on her blog.

Based on her own experiences, Johnson outlines three situations where you should avoid delegation.

Why you should concentrate on your reliable employees

On Bloomberg Businessweek Harold L. Sirkin discusses a management dilemma that he calls the "Rule of 98/2".

Revealed: the four qualities all great teams have in common

Many years of research have highlighted four essential qualities of great teams, say Adrian Gostick and Chester Elton on

The new approach to IT management

On the McKinsey Quarterly website, Roger Roberts, Hugo Sarrazin and Johnson Sikes explore a new model for managing IT which combines factory-style productivity to keep costs down with a more nimble, innovation-focused approach to adapt to rapid change.

Why avoiding conflict can make it harder to get buy-in for your idea

On his blog, John Kotter puts forward the theory that conflict can actually help in getting an idea accepted.

This will come as a surprise to leaders who put such a high value on consensus that they feel an urge to complete agreement on everything.

Why there's no such thing as multitasking

On the blog, Paul Atchley insists we can't multitask, so we should stop trying.

Atchley points out that although we feel productive when trying to juggle lots of different tasks, in reality that kind of behaviour makes us less effective in our work.

Stop procrastinating and get on with it

Susan Adams of asks, "Do you keep putting off things you should be getting behind you?" If so, she reveals some tips on how you can stop procrastinating.

Dealing with passive-aggressive colleagues

Amy Jen Su and Muriel Maignan Wilkins use's blog to offer advice on dealing with passive-aggressive peers in the workplace.

They use the following example to describe the paradoxical term "passive aggression", which they say is all too often loosely used to describe co-workers:

Responsibility and reward: how to judge whether your employees are ready

On the 'Best Practices' blog, Amy Gallo outlines when you should reward employees with more responsibility and money.

Gallo observes: "Managers who want to recognise employees for good work have many tools at their disposal. One of the more traditional ways to reward a top performer is to give them a promotion or raise or both."

Why micro-managers get better results

Since Steve Jobs died it has become clear that Apple misses not only his innovative thinking but also his micro-management.

Are you guilty of these management lies?

How truthful are you with your employees or direct reports? Although management requires a certain level of discretion, there’s a fine line between being discreet and being deceptive.

How to overcome the cynics on your management team

Are you constantly battling cynicism on your team? Are your plans and suggestions often met by negative comments from the same naysayers?

If so, Management Today provides a handy guide to preventing the cynics from infecting your team.

Expert advice for boards and directors during the financial crisis

The difficult question of how boards should deal with the financial crisis is discussed by top consultants Ram Charan and Tom Neff via an interview by Geoff Colvin at Fortune.

Are you a stupid manager? Take the test now

The underlying thought of the KISS principle (Keep It Simple Stupid) is that, because managers are none too bright, the greater the complexity, the more likely they are to make a mess of their management.

Mastering complexity in management

Do you feel that your work as a manager is getting more and more complicated? You are almost certainly right.

The benefits of flexible working

Growing numbers of employees want to work more flexibly in order to achieve a better balance between their jobs and the rest of their lives. But while growing numbers of organisations are trying to accommodate their employees’ requests, they are doing it not out of altruism but for good business reasons.

The Drucker legacy

Few managers today can have escaped exposure to the management industry. They have very likely been taught some aspect of management, been exposed to some new (or once new) management idea, worked alongside expensive management consultants, come across an interesting article in a management journal, even read a whole management book (even if it’s only The One-Minute Manager).


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