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In today´s constantly changing working environments, leaders are faced with the dual challenge of managing employees remotely and face to face due to the increasing amount of virtual collaboration. Both leaders and members of hybrid teams need specific competences. This booklet examines the specific challenges and required competences of hybrid teams in greater detail and provides valuable tips on how to cope with these challenges in day-to-day business life. It helps developing and taking advantage of the broad scope of opportunities that hybrid teamwork offers for both the organization as a whole and the team members as individuals.
Why it is that half the population is female, yet women made up only 7% of Fortune 500 CEOs in 2020?
This book explores why this shocking fact should concern all workers and what women in particular bring to the workplace. It reviews the imposed barriers versus the choices women make that reduce their numbers at senior levels and seeks to guide both women and men in how to promote and retain great talent that can otherwise be lost.
Women expect life to be fair, yet it is not. It is not easy being a woman in the male-defined business world. It is not easy being harshly judged by men and women. It is not easy having to be better than male counterparts. It is not easy having to always appear credible through higher competence and professionalism. Women have to tolerate old norms and yet take huge steps to connect with and improve the world around them. This means developing their own mindset, skills and interactions with men and women in the workplace. Based on research evidence and personal experiences, this book reveals why not all environments are appropriate for women to thrive in and shares examples from women who have shown the courage to be their authentic self and become role models for others.
This book is a compendium, a collection of concise yet detailed information, designed as a resource for businesspeople, looking at communication knowledge, skills, mindset, and tools, and refreshing the application of useful models. We challenge individuals to choose to care about how they communicate - not how important they appear, but how they positively influence others and make others feel. Many of the models some may already have come across. What is new is considering why communication is so important, what mindset leaders need to make a difference and then the right tool or approach for many different work-related scenarios. It's all about the goal and the meaning they convey when leaders set out to share information, seek input, discuss ideas, build relationships, show appreciation or open up about hopes and dreams.
With globalization and digitalization steadily contributing to the rising presence of virtual work, which is inherently different than working in an office, we also review the different set of skills to master virtual communication and collaboration. By combining real-life examples, theory and practical application, we share valuable and highly applicable know-how so leaders will be able to grow as communicators and have a reliable resource they can go back to time and time again.
During the last several years, high expectations have surrounded e-learning initiatives in companis, universities, and schools. Presently, however, this optimism has often given way to disillusionment. In this paper, we will postulate three central theses to help counteract both this process of disillusionment and the problems that were encountered during the initial euphoric phase of e-learning. The theses provide a framework for realizing the potential of e-learning in a beneficial and meaningful way. Firstly, this new technology should be applied to learning only when its use reflects a new culture of learning. Secondly, e-learning has to be integrated into the existing training culture of an organization. Thirdly, the implementation of e-learning should focus on the learner rather than on technology. To substantiate these theses, we will provide examples that illustrate sustainable implementations of e-learning.
In the context of learning implementation of new ideas e.g. knowledge management in organizations often is neglected. Concerning knowledge management measures we demonstrate its implementation in organizations. A theoretical framework was developed showing the necessary basic conditions for implementing knowledge management. Subsequently we integrate the framework into a process model illustrated by a case study.
In our virtual paper we will give a summary of the potential of learning concepts based on the theory of game-based-learning in training and further education. First the state of the art about this highly topical issue will be summed up. Particulary the possibility of digital learning, and especially digital game-based-learning, to force the change from passive learning to more active ways of learning and teaching, has to be mentioned. Organisations’ benefit from this in case of a meaningful, didactic embedding in existing structures. Moreover, active learning is promoted.
Current discourse about knowledge management in companies often suffers from doubts about the actual benefits of the concept when applied in practice. Malik further highlights this trend in his statement “Knowledge Management – even this King is naked” (Malik (2001) Wissensmanagement – auch dieser Kaiser ist nackt. Manager-magazin http://www.manager-magazin.de/koepfe/mzsg/0,2828,169723,00.html. 23 Nov 2014).
In the context of this article, we will not only present concrete knowledge management instruments and examples, but also describe the degree to which knowledge management is merely viewed as an end in itself or believed to truly provide added value in the context of project management activities.
Leadership is not a position; it is individuals stepping forward and choosing to make a difference, by connecting people with purpose. This connectedness to something bigger than ourselves imparts meaning for leaders and employees alike. It stresses the importance of business outcomes as well as human well-being in a complex world of constant change.
Employee Retention Management: long-term retention of employees – a comparison of generations
(2019)
Which factors influence the long-term retention of employees? What differences can be found in the characteristics of different generations and to what extent is generation specific Employee Retention Management (ERM) necessary for long-term retention? Which measures and possible actions can be derived?