Created: 14 September 2007 | Watched by: 17 people | Comments: 0 comments

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  Amazon.co.uk: "Change management for the IET" 

  http://www.amazon.co.uk/Change-management-for-the-IET/lm/R29MA2HAJJFSPO/ref=cm_lm_pdp_title_full

  Search our shops All Products Books Electronics & Photo Popular Music Classical Music DVD Used DVDs Rental DVDs Video Software PC & Video Games Software & Games DIY & Tools Garden & Outdoors Kitchen & ... Home Personal Care Toys Sports & Leisure Jewellery & Watches Shoes & Accessories Baby Auctions   [More...] [Less...]

  First added: 25 November 2007, by: Nick Slowe  [Report as spam]

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  Tags:  management

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  Engineering Management Magazine - The IET 

  http://www2.theiet.org/oncomms/sector/management/magazine.cfm?issueID=214&articleID=FBADB152-98C4-9B2D-7A9064E04F96551B

  According to folklore managers are born and not made... but how true is that? Jo Causon reveals six key facets of management that can be developed to maximise your long-term potential. Do you think you ... are a good manager? Have you got the skills needed for long-term success? According to the latest DTI’s Productivity and Performance indicators, the UK is perceived to lag behind countries like France, Germany and the US when it comes to management skills and competencies. But what does it mean to be a good manager? And how do individuals in the UK raise their skills levels to match their American and European counterparts? Contrary to the old myth, that successful managers and leaders are born rather than made, research by the Chartered Management Institute found that the most effective managers have become so through a variety of different avenues. Innate ability certainly plays a part, but the best managers combine this with job experience, in-house development and job-related and gen   [More...] [Less...]

  First added: 25 November 2007, by: Nick Slowe  [Report as spam]

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  Tags:  effective manangement, management

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  The Art and Science of Leadership 

  http://www.nwlink.com/~Donclark/leader/leader.html

  Soldiers patrol during a field training exercise in the final phase of the Primary Leadership Development Course in Kosovo. The course allows junior enlisted Soldiers deployed to receive the professional ... development training they need to become noncommissioned officers. - U.S. Army photo by Spc. Jorge Lozada.   [More...] [Less...]

  First added: 29 November 2007, by: Nick Slowe  [Report as spam]

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  Tags:  leadership, management

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  Engineering Management Magazine - The IET 

  http://www2.theiet.org/oncomms/sector/management/magazine.cfm?issueID=172&articleID=FDFDCAE2-E455-4A70-B6932ED85B969F4D

  Engineers of the world – thank you! For over 100 years you have provided millions of leaders and management consultants with a highly structured methodolgy. Engineering is a formal discipline, and it is ... scientifically designed – and that’s how we have always looked at organisations. Engineering provides us with the clever, hard-edged kudos that psychology, sociology, philosophy and all other soft humanities have failed to provide us with. But I think it’s fair to say that the speed at which we have adopted this way of thinking without understanding the science behind it (and quite frankly without caring much for it) means that, while you’ve certainly helped us, we, on the other hand, have undeniably failed you. Management thinking to date has been directed at the wrong problem. Leadership literature’s focus on formal authority and organisational structures has been at the expense of what I call the ‘real organisation’ – the powerful network of informal relationships which doesn’t appea   [More...] [Less...]

  First added: 9 December 2007, by: Nick Slowe  [Report as spam]

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  Tags:  leader, management, leadership

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  Leadership 

  http://www.see.ed.ac.uk/~gerard/MENG/ME96/index.html

  If you are reading this, then you have no frames. Please follow this link to a simpler interface. Thanks ME96

  First added: 1 December 2007, by: Nick Slowe  [Report as spam]

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  Tags:  leadership, management, project management

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  Technical articles - The IET 

  http://www2.theiet.org/oncomms/sector/management/Articles/Object/8ED4494A-6BEF-443E-BD599BE0FDEB671A

  Stakeholder analysis is not a science, and does not involve excitingly challenging branches of control theory. Yet the issues that it addresses have to be faced by every project and, on current evidence, ... it would be a good thing if it were taken far more seriously by many engineering projects. In a nutshell, people matter; and people play many different roles, all crucial to project success. Projects need to know the roles involved, and the viewpoints of the stakeholders playing those roles   [More...] [Less...]

  First added: 9 December 2007, by: Nick Slowe  [Report as spam]

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  Tags:  management, programme management, project management

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  KAIZEN BLITZ, tackling symptoms not causes 

  http://www.lean-service.com/6-25.asp

  Stuart Corrigan, Vanguard Scotland October '05 Imagine you wake up one morning realising you have a sore head, the usual remedies don't work, you think it may even be something quite serious, you take ... a trip to the Doctor's, then imagine your surprise when the Doctor asks you no questions but suggests the real problem is your leg, even worse the remedy is simply more aspirin, wouldn't you be concerned? I'm sure this situation never occurs in a Doctor's surgery but in local councils all over Scotland improper diagnosis and prescription error are soon to be the way of dealing with organisational ills. And the new medicine: Kaizen Blitz. Kaizen Blitz seems like a rational way to go about change. Get the managers to define a problem, label all the parts of the process that seem wasteful, brainstorm ideas for the removal of said waste, and instantly implement the change to those who work in the operations (including many individuals that were not privy to the project and its goals). Support   [More...] [Less...]

  First added: 25 November 2007, by: Nick Slowe  [Report as spam]

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  Tags:  continuous improvement, effective manangement, kaizen, management, quality methods

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  OGC - Business strategy 

  http://www.ogc.gov.uk/documentation_and_templates_business_strategy.asp

  Business strategy Purpose: To describe the business direction for the future (short and medium term as minimum; ideally covering longer term as well) in terms of a vision, strategic themes and a portfolio ... of planned changes to which every programme and project contributes. Fitness for purpose checklist: The strategic direction exists, as a set of strategic themes which are capable of providing a starting point for the planning of the required set of change programmes? Is there a set of strategic change initiatives which are consistent with the vision and the strategic themes for the business unit, are described in sufficient detail to enable subsequent prioritisation, selection and sequencing? Is the nature of the description of the change initiatives also such that implications of their influence on overall strategic direction can be interpreted? Is there a prioritised set of change programmes which clearly shows the interrelationships and dependencies between the change programmes th   [More...] [Less...]

  First added: 1 December 2007, by: Nick Slowe  [Report as spam]

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  Tags:  business strategy, management, programme management, strategy

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  Civilized Work | Slow Leadership 

  http://www.slowleadership.org/blog/?cat=21

  Here’s Saying “thank you” for work well done seems such an obvious action, both from politeness and as a (free, simple, and powerful) motivator. Yet it’s quite uncommon in many organizations, especially ... those afflicted by Hamburger Management. Maybe Hamburger Managers feel it doesn’t fit with their “hard guy” image? Maybe they just don’t have enough empathy or interest in others to bother? Here’s part of what the article said: Only one in 10 employees say their supervisors have said “thank you” for a job well done, according to a survey from global staff motivation consultants Maritz. Indeed, one in four are thanked seldom or never, and only 29 per cent get the occasional pat on the back. What’s interesting is that we get a very different picture from the bosses. They seem to be on another planet. According to the survey, 34 per cent of supervisors said they praise their “direct reports” every day and 37 per cent said they do it once a week. All of which suggests that bosses might thin   [More...] [Less...]

  First added: 8 December 2007, by: Nick Slowe  [Report as spam]

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  Tags:  leadership, management, programme management, project management

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  Microsoft Word - VV&TA Program Management v7.doc [pdf]

  http://www.tipuake.org.nz/stories/program_management.pdf

  © Te Whaiti Nui-a-Toi , Author: Peter Goldsbury Adapted from that originally published in the 2004 PMI Global Congress Proceedings – Anaheim, California 1 Vision, Verbs and Tipu Ake Potent Visioning and ... Program Leadership Tools for growing Living Organisations Peter Goldsbury, Coordinator - Tipu Ake Team Abstract What can the exceptional performances of a tiny school and indigenous Maori community in the backblocks of New Zealand teach us about organisational visioning and real world program and project leadership? – Step outside the square and into their rainforest to find out. An organisation that confines itself to linear analytical processes to define its vision and manage the portfolio of projects it needs to move towards it, can struggle in the real environment of complexity, apparent chaos, interconnectedness, intense competition, change, uncertainty and ambiguity. Too often we treat organisations as a machine and try to micro manage at levels of detail far below the ambient noi   [More...] [Less...]

  First added: 2 December 2007, by: Nick Slowe  [Report as spam]

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  Tags:  leadership, management, programme management, project management