From the workplace to extracurricular activities, there are some abilities that are not only useful in life, but are also highly sought-after by employers. In this blogpost, we would like to introduce the top 10 management skills you need to boost your career and personal growth. You don’t need management skills? Think again. Contrary to popular belief, management skills are useful far beyond firms and organizations - they can help improve your personal abilities, your professional path, and your relationships.
When employees embark on a training course, the most important criterion for success is that they transfer the skills they have learned back on the job. There has been much research on those factors that lead to employee training and development success. However, transfer of learning is still an issue within the Human Resource Development (HRD) community. In this article we have a look at the most important factors that impact the transfer of learning. Furthermore, we provide recommendations on how to maximize the transfer of trainings back on the job.
In two sessions, we interviewed Eric Barends, the Managing Director of the Center for Evidence-Based Management (CEBMa). Eric is based in Amsterdam (Netherlands) and advises management teams and boards of companies and non-profit organizations on evidence-based management and development. In our first interview Eric provides an overview about the benefits of evidence-based management in business. In session two we have a look at the origin of evidence-based management, why evidence-based managers rely on fours sources of evidence and that not all evidence is created equal.
In two sessions, we interviewed Eric Barends, the Managing Director of the Center for Evidence-Based Management (CEBMa). Eric is based in Amsterdam (the Netherlands) and advises management teams and boards of companies and non-profit organizations on evidence-based management and development. In this first session Eric discusses the foundation of evidence-based management and its benefits in business.
The great works of drama offer a wealth of lessons for business leaders. Shakespeare’s King Lear, for example, displays the dangers of a narcissistic, erratic leadership style. Moliere’s The Misanthrope warns against excessive, untactful honesty. This blog post focuses on Anton Chekhov’s The Cherry Orchard. Building on a previous post on social systems theory, I will look at Chekhov’s play through the lens of Niklas Luhmann’s theory of society. I will look particularly at forms of social differentiation and the obstacles to cognitive processing of social system change and its implications for business leaders.
Politics exist in all organizations but it is interesting to consider whether organizational politics can be a blessing or a curse. This blog post draws on scientific evidence to illustrate how politics can be effective for an organization through a) drawing on the political skills of the talent within the firm and b) implementing strategies that curtail ineffective organizational politics.
This blog discusses the importance of being politically skilled within work organizations. Organizational science researchers have highlighted the importance of political skills in being effective in the workplace. There is a body of research to show that those who have strong political skills tend to be better performers and enables the organization to be more effective. This blog describes the behaviors of politically skilled individuals and describes the positive outcomes associated with political skills. The blog also describes how organizations can implement interventions to enable employees to hone political skills.
In line with our critical thinking approach here at CQ Net, in this blog post we want to look beyond the traditional management understanding of organizations as machines. Sociology has a long tradition in offering theories and systems of thought on how societies, organizations and teams work and relate to each other. One of these approaches is 'social systems theory'. Carlton Clark has a look at this grand social theory and its implications for management practitioners.
Life as a working professional involves taking risks, enduring frustrations, and recuperating in the face of failure. However, not all people are born with a high level of emotional resilience, nor is everyone given the training and support to develop it later in life. As a manager, however, you can take individual and organization-wide steps to foster employee resilience. While some individual employees will always be more naturally resilient than others, with proper supports in place your entire team can be resistant to set backs, and motivated in the face of challenge and change.
The capability to lead and influence people is essential for success even beyond management. Professionals without a formal leadership role find themselves more and more often in situations where it is key to deliberately influence people, teams, divisions or the whole organization. Thus despite – or perhaps precisely because of its great relevance, leadership is often seen as something mystic. This impression is reinforced by a large number of popular business bestsellers about leadership, CEO biographies, and executive consultants who rely on individual experiences and anecdotal evidence when writing and talking about leadership. These sources generally provide only a limited informative value and therefore are of questionable use for the development of leaders and professionals.
