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Staffordshire Fire and Rescue values strong leadership culture
Lewis, Natalie - In: Human Resource Management International Digest 16 (2008) 7, pp. 27-29
leadership programme that has driven positive change in the organization. Design/methodology/approach – The paper details the … bespoke leadership‐development plan created by leadership and change‐management consultant SFL, which involves workshops to … translate the core messages, followed by additional workshops for supervisory managers to develop their leadership skills in …
Persistent link: https://www.econbiz.de/10014752368
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In at the deep end (leadership development)
Smedley, T. - In: Human Resource Management International Digest 15 (2007) 6
Persistent link: https://www.econbiz.de/10014752946
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The winning team (Jaguar and Land Rover)
Eyre, E. - In: Human Resource Management International Digest 15 (2007) 6
Persistent link: https://www.econbiz.de/10014752949
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Breaking through: leadership and race equality in the NHS
Foster, C. - In: Human Resource Management International Digest 15 (2007) 6
Persistent link: https://www.econbiz.de/10014752952
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On a better beat (leadership at the Metropolitan Police)
Smedley, T. - In: Human Resource Management International Digest 16 (2008) 6
Persistent link: https://www.econbiz.de/10014753056
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The search for great leadership
In: Human Resource Management International Digest 10 (2002) 2, pp. 4-7
Over a third of all executives and nearly half of junior managers say that the quality of leadership in their … organization is poor, according to new research entitled Leadership: The Challenge for All?, launched by the Institute of …
Persistent link: https://www.econbiz.de/10014751818
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Communications at times of crisis: the Rover experience
In: Human Resource Management International Digest 10 (2002) 2, pp. 15-17
Throughout the turbulent recent history of UK carmaker Rover, culminating in parent BMW’s sale of the company for £10 to the Phoenix consortium in May 2000, internal communications with the workforce were never far from the top of the agenda.
Persistent link: https://www.econbiz.de/10014751822
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A group is not a team
In: Human Resource Management International Digest 11 (2003) 3, pp. 12-15
Team‐working is now regarded as essential to operational efficiency. Teams enable fast responses to internal and external change and provide individuals with an environment for effective contribution. However, while there is a large body of research into how teams form and function, less...
Persistent link: https://www.econbiz.de/10014751926
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Putting a price on outdoor training for teams
In: Human Resource Management International Digest 11 (2003) 3, pp. 27-29
leadership skills can be honed and team spirit developed by taking employees into the great outdoors, usually at weekends. The …
Persistent link: https://www.econbiz.de/10014751930
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Meeting the challenges of cross‐functional teams
In: Human Resource Management International Digest 11 (2003) 3, pp. 34-36
A team made up of employees from different sections of an organization can be a great recipe for success, but its full potential can only be achieved through skilled leaders creating an atmosphere of mutual trust. Mixed teams face various challenges, including differences in personality,...
Persistent link: https://www.econbiz.de/10014751932