Recruiting Leaders – The Importance of Strategy and Execution
A popular question used to assess senior leaders involves asking applicants to reflect upon why excellent strategy/policy ideas often fail in execution…
Restructuring, Delayering and Downsizing: Some Lessons from the Past
This article provides a brief historical overview of restructuring, delayering and downsizing in Australia. It also looks at lessons from the past that may assist HRM practitioners in developing and implementing appropriate intervention strategies to help minimise...VSP or Fractured Social Fabric (FSF): The Impacts of Voluntary Separation
During a recent discussion with a group of managers and staff in a Queensland Public Service organisation, the issue of the VSP (Voluntary Separation Package) was raised. The discussion immediately turned to the loss of knowledge and skills resulting from the...
Management Development: Learning to Shape Team Culture
One of the key lessons in management development today is learning how to shape team culture. You are probably acutely aware of the culture above you (organizational culture) and the culture outside the organization (industry or national culture). What you may not...Managing Personal Transitions in a Change Program
Managers typically focus on change management – getting to the end physical state as quickly as possible. In the process, they leave their employees behind. What managers fail to understand, and act on, is the nature of the personal transitions that individual employees experience during the change process. Understanding these personal transitions can contribute substantially to a successful change.
A Manager’s Power Sources
Managers have multiple sources of power to manage change and develop organizations. Many organizations, though, have power vacuums because managers do not take up the power that is rightfully theirs. Power has become a dirty word but the reality is that organizations are arenas of power and influence. Managers by their very position have organizational power and the responsibility to use it for employee welfare and achievement of organizational goals.