Editor’s note: The reason is not what you think. This is not an ego issue, rather an issue of empowerment. Research suggests that managers aren’t empowered to act on ideas from their teams. Rather they are encouraged to follow short term goals, which get in the way of pursuing ideas that might affect those goals and have longer term benefits.
Editor’s: Here are some great insights – and tips – on developing effective management training. These tips are based on a vast amount of research by Google into what makes an effective manager.
Editor’s note: Management professor and journalist Stefan stern provides some good tips for managers on how to survive the coming year.
Here are our edited tweets from the launch of #good practice’s #research into how UK…
Here are our edited Twitter highlights from the #good practice webinar on their latest research…
Editor’s note: This is an excellent article on why organisations need managers. The evidence, and there is plenty cited here, suggests that removing managers has a negative impact on the organisation.
Editor’s note: New research by GoodPractice reveals the challenges that managers find most difficult and frustrating. This is a good report to benchmark against. What are the challenges and frustrations of managers in your organisation?
Editor’s note: It would seem that managers’ views of their own capabilities as managers fall well short of what their direct reports think.
Editor’s note: Hot on the heels of the Good Practice research report into how managers learn comes this report on the same topic from the Chartered Management Institute. The findings suggest organisations must do better when it comes to designing digital learning experiences.
Editor’s note: GoodPractice has carried out deep, qualitative research into how managers and leaders learn. Great data here to help shape more compelling learning experiences.
Editor’s note: The role of managers in learning is raising its head – look at the CIPD conference talks and City & Guilds learning trends, for example. This article suggests three surprising new skills for managers.
Editor’s note: Big, and ongoing, research by Gallup into the US workplace. This research shows that poor managers continue to be a costly thorn in the side of organisations.
Editor’s note: The world of work has become more complex but have managers embraced that fact? Richard Straub looks at the issues.
Editor’s note: If managers in part hold the key to the development of their teams then they themselves need to be happy and productive in their roles.