Posts Tagged ‘Leadership’

Leadership and organizational culture

December 21, 2009

The potential benefits of improved job design are rarely realized, if you relied on the content of jobs alone concentrated. Equal if not more important, the process is carried out by the redesign. This has resulted in the recognition of the importance of management style and, increasingly, the corporate culture. Of central importance for improving the quality of working life is a participative, open style of leadership involving employees in decisions that affect them, including theDesign and selection of the technology itself. Staff should, including the policy on pay and benefits, try to develop a relationship of trust between all members and sections of the organization and a confident partnership approach to the unions.

The supervision involves technical knowledge, skills, human relations and coordination of activities. Effective supervision is responsible for job satisfaction and a high level of work required. Friendly and niceLeader behavior tends to create high employee satisfaction. Supervisors to adopt a considerate manner towards workers tend to have more satisfied working groups. The lack of satisfaction and dissatisfaction at work, but can also cooperate problems with managers.

The increasing pace of technological and structural change, it is essential to the issues of managing change in a manner that would ensure the best outcomes for organizations and address the people in them.An important point is still the jobs that people are asked to fulfill. Think if the change is planned, especially when introducing new technologies, a "window of opportunity 'exists to be done about the work, the people and the design of their jobs. The aim is to ensure that the quality of working life is enhanced rather than undermined.

Concern for the quality of working life was also supported by government legislation, for example in the areas of safety,Employee involvement and health and safety at work. Such a scheme draws the attention of management on the importance of the work environment and the context in which the work is performed, which in turn have a direct influence on job satisfaction. Improving job design requirements into account, how people perceive their current role and their participation in the changes that affect them and their work. It's about the ways of thinking about people at work.


Effective management through leadership

November 25, 2009

Leadership and Management

Leadership and management skills to our profession and managers in industry, commerce, sport considered it essential, and even social settings. The goal is the same wherever it is found that a group toward a common goal or set of stated objectives. The basic leadership and management skills can be learned in textbooks in the form of training or studies, despite the best learning comesthrough their professional experience.

Effective leadership: Everyone Working Together

It is only possible to truly appreciate the complexity involved and the skills of effective leadership in guiding a group that through the exercise of leadership and management in this area. Which is following the leader in many different ways with different abilities, motivations, personalities and tastes. Everyone is different, but it is important that they work together. AEffective leadership is able to bind the group together in any setting, sports, school, at work or socially.

Companies need effective leaders to ensure their success. Therefore, we have many companies send their executives on leadership and management courses to be found. Even with extensive experience should benefit from refresher courses. This helps to motivate and channel managers their experience and knowledge in a positive wayin the promotion of their surroundings.

Effective leadership is also important in the schools, the teachers need leadership and management skills to go about their work to best effect. It is important that they motivate the students, they can encourage them to learn to recognize and learning from the problems and challenges. The students must come from the various issues that are excited presented to them to enable them to retain that knowledge and learning. If not, the Teacher will let them down – have an onerous responsibility.

Effective team leaders for sports teams are also needed, without having them crushed the morale and the team will be working as a bunch of individuals. This may possibly be related to the poor performance against a number of less skilled individuals, but collectively as a successful team organizes known.

Leadership and Preparedness

All the above examples show us where leadership and> Management courses can help us. They support us in preparing for the fly decisions to make, and responsive to the circumstances. They show us how our collective power is unleashed only through the co-ordinated team action, focusing our energy positively toward common goals. We can train ourselves as a good preparation of State and Government, for any eventuality. By preparing for the worst that can happen, we are also preparing for success.

Knowledge Management – Leadership Behaviours Which Encourage Knowledge-Sharing

October 27, 2009

The concept of knowledge management or knowledge sharing makes intellectual sense to the leadership teams in most organizations. Why will we not learn from our successes and mistakes and implement that learning into value?

However, there is often a gap between conceptual understanding and their own behaviors as leaders – and this can be a problem?
How do you engage leaders both intellectually and emotionally in ways that make aDifference to their day to day behavior? It requires more than a series of competency frameworks!

The following examples are learning from the best-selling Fieldbook "? Practical knowledge management from leading and learning organizations", made written by Chris Collison and Geoff Parcell Fly.

Example 1) In BP, known known for his knowledge-sharing culture has developed to strengthen the top management a habit to "learn from others' when they visitedoperational sites.
Imagine the scene: the director or senior VP comes, and given the usual tour of the site. Contact with the management team and review the performance of the company, as measured by the specified KPIs. One of these indicators is not met at present. What happens when they identify the problem?

"Have you thought about the approach X? Addressed performance issue Y? Changed widget Z?"

.. produces a set of behaviors.

"Who else do you have with spoken and on other sites that may have a similar problem? "
.. take an entirely different set of behaviors.

This is the route decided to take BP, too; management visits are opportunities for strengthening the value of learning from others, but as opportunities to their seniority by underscore "the answer".

Example 2) If the directors of energy and essential services company Centrica, met to discuss how to improve > Exchange of knowledge within the company, agreed to a series of practical "management challenges" for executives in the organization:
How can I show in person that "to ask for help is a sign of strength rather than weakness?
When meeting a business problem, how can I reinforce the importance of learning from others – rather than just one answer?
When inspecting a project or investment proposal, I have requested to ensure, that it brings to bear> Knowledge of other projects?
How do I respond when someone does not – it's only a loss to the economy, or is it an investment in education?
View my team failure than anything, learn anything or cover up?

These sorts of questions and challenges brought to life the concept of knowledge management in a tangible, practical ways.

What would work in your company?
If you could question five challenges to your leadership team, what would youchoose?


Chris Collison is a renowned expert in knowledge management and an experienced practitioner in the management and implementation of organizational change from a people perspective.

As a best-selling author, he has presented to the public on business schools and at conferences around the world and is a regular contributor to specialist knowledge management publications. Chris has in collaboration withHeads of State and Government at the highest levels of many public and private organizations, the exchange of practical experience he gained while working in BP's knowledge management team and created his deep understanding of human dynamics of major changes.

Visit the "learning to fly" website at