Blog
There is evidence that a great deal of performance problems in the workplace stem from conflict rather than poor employee skills or low motivation. By Rho Sandberg
Recent research suggests that between 30–50 per cent of a typical manager’s time is spent managing workplace conflict, and that senior human resources (HR) executives spend up to 20 per cent of their time in litigation activities.
Career malaise and a lack of enthusiasm are a big concern for both the individual and the organisation they work for. But there is inspiration to be found from those who have worked through the same challenges. By Jennifer Alexander
Recently, AIM surveyed managers and asked them to list the top six management issues that would keep them awake at night over the next 12 months. Chris Sheedy looks into these six red-eye specials. Through March–April 2007, the Australian Institute of Management ran an online survey asking managers for what they saw as the crucial management issues facing them over the coming year. The survey itself was simple. From a listing of 30 key management issues, respondents were asked to list the top six that were most likely to wake them up at night in a sweat.
Calling all talent! In a time of record employment levels and acute labour shortages, employers are being forced to devise new strategies to find and keep the best. By Cameron Cooper
The days of job candidates sitting nervously in a hostile reception area waiting for a grilling at their job interview may be over.
With the tentacles of environmental impact now stretching to all industries, it’s time to consider your options for contributing to a greener future. By Professor Lee D. Parker Global warming, the greenhouse effect, drought, pollution and land degradation are all hot topics of contemporary public discussion and policy debate. We are well accustomed to calls for business to become engaged in environmental protection and conservation. To many managers such issues may appear minor or irrelevant to their areas of business.
Ensuring staff wellbeing sounds like commonsense. But companies that value happy workers need to have a policy flexible enough to accommodate the varied needs of today’s employees.
In tangible and intangible ways, work means fulfilment to many people. For management, the demands of the modern workplace means consideration for issues of staff wellbeing. The following two features look at what wellbeing means, and the dramatic impact that depression and stress have on people and industry in Australia.
A model for virtuous leadership is made up of seven characteristics: courage, integrity, humility, compassion, passion, wisdom and humour. By Carolyn Barker AM
Today’s organisations need to change their DNA and be brave enough to think about a new “type” of leadership, as well as a new framework to evaluate good leadership. The Virtuous Leadership Framework lays a provocative groundwork for such action.
