There’s no rule about how many people one manager should have reporting to them. For effective leadership the leader must build the dyadic relationship with every follower. If the manager has too many direct reports his or her leadership will weaken while too reports with too much time on each few stifles. So what's the ideal reporting structure?
First Brexit uncertainty, then pandemic. And next, Brexit for real. All in all, pressures on the economy right now are universally downwards. The result, we hear, is that unemployment will rise. But why must that be so? Is it inevitable? And how should managers change to better manage their firms through short periods of unsettled trading? Here we set out the arguments.
The Government is presently making up policy day by day to help firms avoid having to layoff or make employees redundant. As a result, there are many ambiguities and issues with its schemes. This information represents our best interpretation. We will continue to update this blog as more information becomes available.
A Court of Appeal ruling this month has given clarity to the question regarding dismissal of an employee who is on long-term sickness absence. Here's more on how to manage long-term sickness absence.
CSR is not a ‘bolt on’ to a firm but should be ‘part of the fabric’. This means that it should be embedded and viewed by all in the firm as part of day-to-day activities. Check out what your CSR statement might look like.
The proverbial ‘box’ is an idea suggesting that some of us are constrained (in a metaphorical box) while others can conceptualise ideas beyond our normal jobs. Those latter ‘outside the box thinkers’ can conjure up ideas that others might find a bit whacky. And yet outside-the-box thinking is considered hugely valuable by managers, because without it, firms won’t progress. Here's how to recruit such individuals. [Published April 2016]