Written by John Berry on 28th February 2019. Revised 4th November 2020.
4 min read
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?
Written by John Berry on 29th June 2020. Revised 4th November 2020.
6 min read
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.
Written by Sue Berry on 26th March 2020. Revised 2nd November 2020.
14 min read
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.
Written by Sue Berry on 1st May 2017. Revised 1st November 2020.
3 min read
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.
Written by Sue Berry on 24th May 2017. Revised 1st November 2020.
4 min read
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.
Written by John Berry on 31st May 2017. Revised 1st November 2020.
5 min read
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]