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Management Today

Management Today February 1, 2015

Management today is an essential guide to UK business, with a real grasp of modern business thinking and the most effective management, Mt is a must read for company leaders, senior directors, entrepreneurs and ambitious executives- fresh and insightful, mt is not only provocative but delivers true value and guidance. The UK's largest monthly business magazine delivering a truly powerful auidence. Supported by industry leading features mt boasts of award winning articles and has won many accolades over the past few years. With truly superior editorial it engages and influences businesses like no other.

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United Kingdom
Haymarket Media Group Ltd
Back issue only
4,46 €(TVA Incluse)

dans ce numéro

2 min.
tomas chamorro-premuzic

Although HR rarely sells, it should really be sexier than it is. The main reason is pretty obvious: most organisations have problems, and most of those problems are human problems. Ergo, any part of the organisation tasked with managing human resources should be central. This has always been the case and surprisingly little has changed despite the growing importance of technology in the workplace, which has reduced dependence on people. In fact, organisations appear to be more aware of the importance of people problems than they ever have been. Yet if HR is to have a bright future it will first have to master three key challenges: Managing top talent It’s been quite a few years since McKinsey first introduced the notion of a war for talent, yet competition for the…

9 min.
mt’s predictions for 2015

1 CRAZY COALITION OR MINDLESS MINORITY GOVERNMENT British general elections are rarely things of beauty but this May promises a new level of ugliness. In the absence of Big New Ideas the debate is likely to be a Punch and Judy slugfest over austerity and the sacred cow of the NHS against a backdrop of UKIP’s immigration agenda. Our politics is now fractured. The old days of majorities are an age away – we are increasingly likely to find UK plc in the land of unstable coalitions, voting pacts, pork-barrel distributions of cash and unwholesome concessions to the various sets of sectarian nationalists. Business requires stability and predictability to thrive and invest. Neither is likely after May. We quote few Marxists in these pages, but the Italian Antonio Gramsci had it right when…

1 min.
mt business classic

Jeffrey Pfeffer and Robert Sutton Harvard Business School Press, 2006 During the Enlightenment, philosophers grappled with the question of what if anything we could know for sure. Modern management is different: fads, gut feel and myths ‘inspire’ leaders to do some pretty silly things. Pfeffer and Sutton, both professors at the Stanford Graduate School of Business, call time on amateurism and guesswork in this punchy book. They urge leaders to base their decisions on facts – ‘evidence-based management’ – and not hunches. A particular target are ‘half-truths’, which the authors describe as ‘ideas and principles that are partly right at times, but are flawed and misleading often enough to get organisations into serious trouble’. One such half-truth is that ‘financial incentives improve company performance’. Where colleagues need to work together, individualistic targets can lead…

1 min.
my three top reads…

Endurance Alfred Lansing Weidenfeld & Nicholson, 2000 No attempts to turn Shackleton’s ill-fated South Pole expedition into a leadership program me come close to the original story of how, after his ship was crushed by frozen sea, Shackleton led his 28 men across ice, oceans and mountains to safety. The story shows how one leader can inspire a team to literally never say die. It leaves you feeling invincible in the face of any adversity, and unlikely to ever complain about being cold again. Close to the Wind Pete Goss Headline Book Publishing, 1998 An inspiring story of relentless fortitude and the humility of risking your life to do the right thing. This tale documents how sailor and former Royal Marine Pete Goss turned his boat back into a hurricane to try, against all odds, to save…

17 min.
what next for the toxic grocer?

Dave Lewis is a big man, with the square granite jaw of a natural rugby player. He speaks fluently and with a natural good humour, but there is a hint of steel threaded through every sentence. On the morning of 8 January, he addressed journalists to unveil the first steps in his turnaround strategy for Tesco. Five months after being parachuted into a supermarket chain that appeared to be in chaos amid falling sales and a Serious Fraud Office investigation, he was about to impose his own stamp on the business. During the long and torrid Tesco autumn, the ex-Unilever executive could be forgiven for wondering what he’d let himself in for. On 22 September, the grocer admitted to overstating its profits by around £250m on payments from suppliers. Four senior…

4 min.
the view from here

It was early in week one that I realised I would have to learn the language. I had sat through a long meeting in a state of growing confusion as the people around me gabbled at each other at Gatling-gun speed. I heard the odd familiar vowel and was even able to recognise a word here and there, but otherwise I was a picture of bovine, slack-jawed befuddlement. ‘Utilise our creative collateral…’, ‘leverage the five channels…’, ‘facilitate greater exposure of the principals…’, ‘low-visibility horizon…’. What on earth were these people banging on about? Should I turn them off and back on again? As time wore on, one thing, if nothing else, became clear: if I wanted to make it to week two, I would have to learn to speak PR. This was…