There is no magic formula for excellence or success in management - just the practice of good common sense and the willingness to make changes where necessary. Change is not easy as Machiavelli observed that: "There is no more delicate matter to take in hand, nor more dangerous to conduct, nor more doubtful of success, than to step up as a leader in the introduction of changes. For he who innovates will have for his enemies all those who are well off under the existing order of things, and only lukewarm supporters in those who might be better off under the new one." Effective managers must stay focused and on task. They must delegate effectively and prepare their employees to assume responsibility, and then let them have the ball and run with it. In order to be effective as a manager, a person must also be a leader, driven by a positive vision of the future. It must be a comprehensive and detailed vision. It must be positive and inspiring. It must have reach. It must cause employees to stretch. The development of a vision allows the manager to, in essence, create the desired future in his or her mind. Leaders who develop clear visions can mentally journey from the known to the unknown, creating the future from a montage of facts, figures, hopes, dreams, dangers and opportunities. The key to successful management is the creation of a future vision which truly empowers employees.
Source: Corrections Today
Can the use of Information and Communications Technology (ICT) transform an organisation, providing clear, bottom-line benefits? And to what extent are the results affected by the intensity of use of such technologies, by particular characteristics of the organisation using the technology, and by the type of technology. Research shows that the degree of ICT intensity correlated positively with reduced costs, higher revenues, and new sources of income, but did not correlate with particular organisational characteristics or types of technology. The broad conclusions are that ICT drive economic growth, particularly increases in labour productivity the business value of computers is limited less by computational capability and more by the ability of managers to invent new processes, procedures and organizational structures that leverage this capability. These findings are also important for practitioners. More technology is not necessarily better. It is not how much technology you have, but how you use it to automate and transform processes. Instead of tactically buying technology, investments should be strategic to obtain the maximum benefits. Technology expenditures should be planned and executed to increase knowledge, as well as improve the overall value chain. While this advice primarily applies to business practitioners, it also has implications for economic development. Economic development should facilitate this process by helping organisations finance purchases and maximise return on their investments.
Source: Society for the Advancement of Management
Dare to be bold: nothing quiet about human resources. Let's face it: Not everyone can do HR--and not everyone belongs in HR. It requires an array of different skill sets ... and lots of character. We need to ensure that there are hurdles to be overcome before someone can be called an "HR professional." This may be the biggest challenge and opportunity we have to alter perceptions of our profession. As a HR practitioner, make it personal. Don't forget the "human" in HR. The better job you do, the more you have on your plate. And when you're expected to solve more challenging business and social problems affecting the workplace, the expedient thing is to focus on your tactical abilities. But don't forget what makes you the person you are. You grow your competence constantly, through personal enrichment or professional development courses. You feed your curiosity by immersing yourself in learning the operations of your business. You have the courage to stand up and speak out every day. And you care about your employees. Not just because you know that's good for business, but because it shapes the person you see in the mirror every day. The strength of your being, and of our profession, can be summarized by what I call the four C's: competence, curiosity, courage and caring.
Source: HR Magazine
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