Features
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In today's fluid environment, organisations need to keep transforming.While leaders may like the idea of change, how good are they at introducing it and more importantly, communicating it to staff, asks Esther Harris
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The way managers deal with stress can not only affect the outcome of an organisation, but also their own wellbeing, which is why personal coaching can be an invaluable tool, writes Jane Dudman
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Many organisations that are not directly owned and run by government deliver public services or have public service remits as hybrids, but how efficiently are they run?
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Gordon Brown's temper may have got the better of him in the past, but is he a victim of his own rage by simply not communicating better with staff? In the public sector there is already a climate of fear caused by the recession so how can managers lead by example, asks Eifion Rees
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Managers with a clinical background have shown to possess the ideal qualities to run hospitals, and a new study advocates that more leaders from a medical environment should be given greater responsibility
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News
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Development charity Common Purpose has tried to find answers by interviewing 12 successful leaders from different sectors to see if there are common themes which can be adopted by others
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Keeping a cool head when others around you are in panic-mode takes a certain type of personality. NHS chief executives, by their nature are resilient creatures - and the best are also good at creating a 'pressure positive' in their organisations
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The public accounts committee reveals the cost and disarray of setting up the Equality and Human Rights Commission - and warns that there are still weaknesses in its operation
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