People Management

With some employees, it isn’t a matter of ability, it’s a matter of attitude. And while you can’t control someone’s horrible personality, you can decide how you’re going to respond. Use these scripts and strategies to confront problem employees and effectively manage employee discipline so you can bring motivating back to the forefront of your workday.

The first rule of people management is not to let one bad apple spoil your whole bunch. Difficult people can put a strain on the productive members of your team.

Make the most of your human capital. Browse our articles on the good, the bad and the ugly of People Management…

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In most manufacturing plants, a supervisor oversees the work of a few dozen people. But at General Electric’s jet engine facility in Durham, N.C., more than 300 employees report to the plant manager. These 300+ people thrive in self-directed work teams.

As the New York Jets’ head coach in the 2011 season, Rex Ryan faced a bruising challenge. With a background as a defensive specialist, he lacked the same familiarity running an offense. As a result, he delegated—a bit too much.
If you have good but temperamental people working for you, you know the problem: Your constructive criticism is often taken as a personal attack. Here’s how to offer suggestions to keep your workplace running smoothly.
Craig Newmark, founder of Craigslist, calls impatience his “greatest fault,” and it posed particular problems for him early in his career. As an employee of IBM, he learned a lesson in tact that he would never forget.
Organizations waste most of the time and money they spend on training because most rely on outdated training ideas and boring methods.
At Southwest Airlines, CEO Gary Kelly treats storytelling as a core element in uniting the company’s 46,000 employees. How does he do it?
Louis van Gaal has been named manager of the world's most famous soccer team, Manchester United, after the organization quickly fired the man it hired last year to lead the team into the future—this after a quarter century of glory under the revered coach Sir Alex Ferguson.
Relations between managers in their 20s and 30s and older team members can be tricky, as different attitudes and life experiences may keep them from seeing eye to eye.
Here are a few common ways your efforts to be a supportive manager may actually hinder your team’s potential.
David Brain, 58, is president and chief executive of EPR Properties, and a leader more interested in the truth than being right. "I don’t think anybody expects a leader to have a monopoly on wisdom, truth and insight," he says. "It’s just not possible."
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