management

by: Idris Mootee

by: Idris Mootee

Human Resources was once a professional practice. Some how something happened and it is not what it was supposed to be. Instead of becoming a business partner of the CEOs and CFOs, they have become irrelevant. When I read about conferences around “strategic HR leadership”, I find it funny. HR today are, for most practical purposes, neither strategic nor leaders. Here ‘s the conference’s mission:

by: Roger Dooley

A few weeks ago I created a new category here, “Neuromanagement,” which fits a couple of posts I’ve got simmering on the back burner. While those are geared toward the positive use of neuro-techniques in managing and hiring, there’s a breaking news story about the dangerous physiological effects of bad management. Bloomberg writer Frances Schwartzkopff reports:

by: Jonathan Salem Baskin

Late last month, Virgin Atlantic fired 13 flight attendants for making disparaging comments about safety and passengers in a Facebook forum. British Airways followed a few days later to punish employees who posted references to travelers as "smelly" and "annoying."

by: Sigurd Rinde

You Know Something Is Wrong...

With management theory when the Roman army established that ten subordinates per boss was the right number (decurions, centurions..), and now 2,000 years later, 100 years of management schools and 40,000 management handbooks in print we believe the right number is eight.

With management practice when those 40,000 management handbooks does not help much.

by: Sigurd Rinde

In these day of New Year Resolutions, Five Things You Do Not Know About Me and Hugh’s rapidly increasing list of Manifests I crumbled under pressure (thanks Hugh!).

Actually, manifesto? Well, more like a summary of reasons why we’re doing the thingamy:

by: Sigurd Rinde

What?

Yep, the September issue of the Harvard Business Review has an article - "The Decision to Trust"  - with the angle of "explaining the mental calculations people make before choosing to trust someone".

by: Sigurd Rinde

A few months ago Bob Sutton graciously sent me his and Jeffrey Pfeffer's latest (available) book - "Hard Facts, Dangerous Half-Truths And Total Nonsense: Profiting From Evidence-Based Management".

by: Sigurd Rinde

Business process management, document management, customer relationship management, supply chain management, management, management, management...

Managing is what you do to horses. Wielding a whip in the middle of the manège putting the horse through it's paces.

by: Design Translator

The CEO!

Bruce Nussbaum, the person that I see playing an important role in bridging the gap between design/innovation and business, offers up his “Top Ten Innovation Mistakes”. While a good read in general, I find his first point is by far the most important and salient.