All managers seek change in their firm’s fortunes. But there are many ways in which that change can be facilitated – through coaching, consulting, mentoring and training. Where the manager has sound management skills, it’s coaching. When their management skills are weaker than needed, it’s mentoring. Mentoring transfers knowledge. Here are the primary issues we with which we’ll engage.
Compliance with the international quality standard ISO9001:2015 gives customers the necessary confidence to buy. TimelessTime has recently transitioned from ISO9001:2008 to the aspirational upgrade ISO9001:2015.
Management is a science. Few managers – accidental or otherwise - would dispute that claim as they struggle to motivate their staff. Management is non-obvious and must be learned. Here's a discussion about approaches.
Technology provides a force for change in all businesses. Technologists innovate and develop new technological knowledge and technological artefacts. That technological knowledge helps us do things differently and to innovate within our businesses. The technological artefacts help us do things, but they also do things for us and replace us in things we did previously.
Organisational development (OD) is different from human resource management (HRM). This support article explained the difference.
Managers can find it extremely attractive to ‘employ’ foreign staff resident abroad. Engaging workers in foreign countries is complex. In all cases it is better to trade at arms length through business to business agreements, paying against invoice. Workers are then employed locally. Here are all the possibilities.
Competitive advantage is where a firm enjoys lower costs or greater sales than competitors. This paper builds an argument for a set of HR practices that form the basis of the psychological contract, the set of expectations that both EE and ER hold.
[Updated December 2016]