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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.

Why a clear management hierarchy is essential

All empires famously carry within them the seeds of their own decay.

Management styles: are you a Buffett or a Gates?

Every senior manager makes a critical decision every day of his or her working life. Mostly, the decision is unconscious, but is no less vital for that. The issue is simply stated with three questions...

Why teamwork is even more important than you think

Artifical barriers between leaders and led are only one obstacle to true teamwork.

The two gifts every good manager should give his staff

Great coaches no doubt differ in their styles as much as great athletes. But the coaches must all have eone thing in common: they are great communicators. It isn't just a question of seeing what the athlete must do, but of persuading the athlete to do it.

Ten important lessons for modern managers

People are the key to organisational success, and also the cause of corporate failure.

The power of statistics in business management

Management and numbers go together like Scylla and Charybdis.

Soichiro Honda, manager and entrepreneur

The romantic image of the founder-millionaire wearing overalls. tinkering visibly with some mechanical marvel in workshop or lab, is often reality.

What do great managers and athletes have in common?

To achieve anything, you must have a direction, a purpose, an aim.

What's the real value of your human assets?

Top managers have never lost their fondness for declaring that people are the 'greatest asset' that their corporations possess. Like other popular maxims, this one doesn't survive close analysis.

Managers and entrepreneurs – what's the difference?

Managers are constantly asked to behave like entrepreneurs.

The best place for management training? Your very own corporate academy

All companies are management academies, good or bad. Very few concerns see themselves in this light. But companies of all sizes inculcate methods, judge managerial performance, seek to improve it, provide specific training, develop concepts - and, above all, provide an endless stream of real-life case studies.

It's the people, stupid: the secret of business success

Managers have become increasingly concerned with 'change management', and like it or not, that's moved from desirable skill to indispensable process.

New business management – are you being left behind?

If you haven’t caught up with the extraordinary changes in the business/management world, it’s time you did.

Good management – what does it mean?

The one subject on which all managers should have strong and well-informed opinions is management itself.

Everybody has had the miserable experience of working for or with a ‘bad manager’: and you would have to be desperately unlucky never to encounter a ‘good’ one. But what do ‘good’ and ‘bad’ mean in this context?

Business management consultancy rip-off

I’ve been reading with mounting horror a book called 'Rip Off' by David Craig. The cover justly describes it as, ‘the scandalous inside story of the management consulting money machine’. Craig was himself a blue chip consultant.

Leadership versus management

I get the feeling that in the constant struggle between leadership and management, leadership is getting the upper hand.

Total Quality Management and the art of motivating people

Here’s a stimulating enquiry from one of our readers, who wants the answer to questions that take me back to 1993, when I interviewed 20 European companies for a book on Total Quality Management. The enquiry goes to the heart of the matter.

Peter Drucker's secrets of managing effectively

The late Peter Drucker’s secrets of managing effectively: first, how good are you at the five functions of the manager?

1. setting objectives 2. organising the group 3. motivating and communicating 4. measuring performance 5. developing people

Should you empower your employees or enable them?

'Empowered' people have moved to front-stage in the rhetoric of management.

Fourteen points on quality management from W. Edwards Deming

The Two Big Ds, Drucker and Deming, are my two favourite management gurus.

What the rest of the world can learn from Japanese management

The American economy and its leading corporations are so high in the ascendant that the cult of Japanese management seems increasingly remote.

Today's heroes and hero companies are Bill Gates and Microsoft, Andy Grove and Intel, GE and Jack Welch, etc. Their management methods, especially those of Silicon Valley, are now drooled over in the business schools.

The management revolution and the challenges we all face

Companies will not survive long unless they join a threefold revolution - in management itself, information technology, and global markets.

The three feed off each other. The radical changes in management have become inseparable from those in technology. Without either the global revolution could never have developed such power.

Want better results? You need a flexible management model

Jack Welch, chairman and CEO of General Electric from 1981 to 2001, was a highly emotional leader who deliberately used his emotional force as a powerful management tool.

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