Managing People at Work

Good managers plan for success in life as well as in business, and part of that planning should be setting personal goals and objectives that are important enough to motivate us to work hard and focus our energies. Assess your goal-setting strength with this quiz.

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When team members’ personal problems affect their work on an ongoing basis, it can spell disaster for team morale and productivity. Here’s what team leaders can do when such problems are affecting their results.

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Horror stories about negligent hiring and subsequent legal liability have prompted many managers to go the background-check route. But now, new horror stories about identity theft, scams and bad data in the files might make some managers think twice.

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In an ideal world, disputes about fragrances would not require the intervention of a manager. But fragrance sensitivity is nonetheless a real and important issue in many workplaces. Here’s some guidance:

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For most managers—particularly those in larger enterprises—it’s far easier to fill openings by hiring from within than by interviewing the population at large, one by one. But there are basically two situations when an internal hire might not be the most effective option.

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One of your roles as a team leader is that of project manager. But like many of your leadership roles, this is one you can share with your team—and in the process, improve the quality of your own efforts while developing your team members’ skills and competencies.

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Prone to procrastination? Try entering “Not to Do” items into your regular to-do list, where you can see them regularly.

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Even in workplaces where casual dress is the norm, managers and leaders wonder whether they should be dressing differently—that is, better—than their team members. Here are some points to consider:

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You’re the operations supervisor of a plant in a rural area where people know each other well, and you and your people enjoy the friendly atmosphere that prevails on the plant floor. The problem is, some people have been taking advantage of that atmosphere. And they aren’t even employees …

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Experts say that reports of conflict between older workers and younger managers are greatly exaggerated—but generation gaps do create issues that both sides need to address. Here are some questions to ask:

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