Christina Maslach is one of the world’s leading experts on job burnout, pioneering researcher and the author of the Maslach Burnout Inventory (MBI) – the most widely used research measure
Gambling can lead to theft and embezzlement in the workplace. Managers who suspect employees have a problem with gambling can put in place a series of actions.
The Management A-Z of videoconferencing and interactive collaboration.
Some people, researchers suggest, struggle to embrace mobile technologies while others seem born with a ‘mobile mentality’. How do managers eyeing the potential benefits of a mobile workforce support the people in it?
Providing a world-class, customer-centric service is top of the agenda for John Allen. So too are keeping a sense of humour and a huge curiosity about life and business.
We live in sick, sick internet world. It’s not enough that hackers throw viruses, worms and other disgusting sounding malicious threats at our computer systems – we now have the
Six years ago the Labour party promised 95 percent of people would pay no more income tax. Some promise. Labour’s ploy was to reassure the great majority of taxpayers that
To give or not to give? The tsunami disaster and the resulting outpouring of donations both corporate and personal have put some focus on the politics of corporate philanthropy. I’ve
While Management magazine turns 50 this month, for the New Zealand Institute of Management 2005 marks an even greater milestone, 60 years of commitment to lifting management capability and standards. It hasn’t always been an easy road.
The military has long been considered an ideal training ground for future managers and leaders. But does that still hold true today? Is modern business giving the military its marching orders?
Working with Monsters By: John Clarke Publisher: Random House Australia, 2005 Price: $26.95 I perked up when I saw John Clarke had written Working with Monsters; I imagined my old
Is IT still a strategic resource or merely a functional one? And how should executives manage IT in the future?
There was time, not so long ago, when international treaties were negotiated by Foreign Affairs and Trade and signed off by the Government; leaving Parliament (and the average New Zealander)
Q Our head office has advised us that we will be implementing 360° feedback shortly. To be honest, I am not sure what it is and have only ever heard
Managers – along with parents, students and many educators – are concerned about the state of secondary schooling in New Zealand. How will we nurture the talent and skills in today’s young people to provide the calibre of leadership and able workforce required for tomorrow’s world?
Arguments about nepotism were among the by-products of the furore over Te Wananga o Aotearoa, the Te Awamutu-based tertiary educational institution with huge appetite for public money. Whereas Education Minister
Meet Jordyn Kamuhemu. She’s six years old, likes to dance, draw pictures and play in the pool. In 25 years’ time she could be a nano-technologist, winemaker or business leader. Who knows? Certainly her world will be critically different to the one in which managers operate today. But in what ways? And what will that mean for the managers of 2030?
Turf wars between directors and managers may be in the offing. As the preoccupation with compliance and stricter financial reporting regulations subsides, directors worldwide are determined to get more involved in their businesses. How they do it could impact relations between boards and executives.
What does it take to run a market-leading venue in 2005? And what are the issues facing our top managers at these venues?
