Strukturion of Future Thinking
The manager of the future faces the challenge of acting both tactically skilfully and fairly. While covert tactical behaviour may be necessary in certain situations, fairness towards employees is essential to promote trust, motivation and a positive corporate culture. This article explores the different aspects of these two seemingly contradictory leadership approaches and discusses how leaders can strike a balance between them.
Task re-delegation is a phenomenon that can be observed in many organisations and has significant negative potential to impact efficiency and productivity. This article defines the term redelegation, discusses the resulting disadvantages for managers and the impact on task completion and productivity. Finally, strategies are presented on how managers can prevent the re-delegation of tasks.
Continue reading “Task-Boomeranging: A challenge for modern management”
The question of the right level of privacy in the relationship between managers and their employees is one of the central challenges of modern management. In times when work cultures are increasingly collaborative and less hierarchical, it is important for managers to find a balance between closeness and professional distance. This article looks at how private a manager should be to promote an effective and respectful working environment and defines clear boundaries between personal and professional.
Teamwork is a key success factor in any business activity. However, when managers only superficially assess (“TeamPeek”) whether their employees are working together as a real team without closer scrutiny, numerous problems automatically arise. Here are the main ones:
Continue reading “TeamPeek: The problems of superficial team assessment by managers”
Meetings are a central part of organisational management and serve as a platform for decision-making, collaboration and strategic planning. For leaders, conducting high quality meetings is critical to ensuring effective communication, engagement and productivity. The Self-Reflection Navigator on Meeting Quality provides a comprehensive guide to self-reflection, structured around the key aspects of meeting effectiveness. By addressing these areas, leaders can identify strengths, uncover areas for improvement and implement strategies to optimise their meeting practices.
Continue reading “Self-reflection navigator for managers on the quality of meetings”
In management, success is also determined by the way managers think. Two terms that play a central role in this context are “thinking small” and “thinking big”. These concepts influence not only the strategic direction of an organisation, but also the way in which potential can be activated within a team. This article defines these terms, discusses the risks of thinking small and presents practical approaches for leaders to encourage a more generous and forward-thinking mindset.
Continue reading “Thinking small versus thinking big: A strategic guide for managers”
Employee appraisals are an essential tool in day-to-day management, but many managers find it difficult to conduct these discussions efficiently and purposefully. This often leads to lengthy discussions that are not satisfactory for either the manager or the employee. The reasons for this are complex and lie both in the psychological dynamics of these discussions and in the structural framework conditions of the company.
Continue reading “Why managers often don’t get to the point in employee appraisals”
Teamwork is often seen as the key to success. Companies invest heavily in team-building, collaboration tools, and leadership programmes to promote effective cooperation. However, despite these efforts, many teams are a fiction rather than a reality.
Continue reading “Teamfiction as an Efficiency Killer in Companies: An In-depth Look”
Hidden agendas in business meetings are hidden intentions or goals of one or more participants that are not openly communicated but can still influence discussions and decision-making. Recognising such hidden agendas is crucial for transparent and effective communication within the team and contributes to the integrity of the decision-making process.
Continue reading “QuickStart-Guide: Recognising and uncovering hidden agendas in meetings”
Die “TeamFiction” bezeichnet eine verbreitete Fehleinschätzung unter Praxisinhabern bezüglich der tatsächlichen Qualität und Effektivität der Zusammenarbeit ihres Personals. Viele nehmen an, dass ihre Mitarbeiter als kohäsives Team agieren, während in Wirklichkeit oft nur lose Gruppen ohne tiefe Kooperation oder gemeinsame Zielsetzung existieren. Dieses Missverständnis hat signifikante negative Konsequenzen für das Praxismanagement und den Praxiserfolg.
Continue reading “Die Auswirkungen der “TeamFiction” auf das Praxismanagement”
R2049 