Management Today - Volume 21, Issue 9, 2005
Volume 21, Issue 9, 2005
Source: Management Today 21, pp 50 –51 (2005)More Less
Extracted from text ... 48 Management Today October 2005 Incentive and retention schemes for executives: the road ahead AA number of recent developments have heralded the start of a new era in the design of long term incentives for executives. The most important of these are: _ Expensing of employee share schemes became mandatory from 1 January 2005 in terms of the new accounting statement (AC 139) issued by the South African Institute of Chartered Accountants. _ The expenses in terms of AC 139 are not tax deductible in South Africa. _ Recent changes have been introduced to the Income Tax Act with the ..
Author Gordon ZideSource: Management Today 21, pp 52 –55 (2005)More Less
Extracted from text ... O Managing and resolving conflict in the work place 52 Management Today October 2005 One of the most critical challenges that are facing the work place today is how to effectively deal with and handle conflict. Some organisations fail to deal with this 'evil' as soon as it rears its head and hope that time will solve it. For every organisation, manager or employer it is prudent that conflict resolution mechanisms should be in place so as to make the work place an enabling environment. It is against this background that Flanagan and Finger wrote: "Conflict is inevitable in ..
Source: Management Today 21 (2005)More Less
Extracted from text ... New legislation, higher levels of compliance across country borders and the demand for greater degrees of independence has created a shortage of truly independent non-executive directors. At a recent conference hosted by Spencer Stuart, the international executive search firm, partner Chris van Melle Kamp spoke about the challenges facing companies in Africa with regard to corporate governance and regulatory pressure which have had an impact on non-executive directors and their availability. According to Van Melle Kamp, there are various reasons for this. "Most capitalist countries have developed new legislation or published a code of best practice such as King ..
Author Gary NortonSource: Management Today 21, pp 56 –57 (2005)More Less
Extracted from text ... H The resilience inventory: essential skills to overcome life's challenges 56 Management Today October 2005 Gary Norton is associate director the Hay Group. He may be contacted on (011) 269 8762 or visit the website at www.haygroup.com. How resilient are you? How well do you react to unexpected challenges and conflicts? The resilience inventory draws together 15 years of research and proven techniques that can help improve the capacity of individuals to handle life's inevitable surprises and setbacks. It can help to evaluate the impact of thinking on emotions and behaviour. This is based on the premise that it ..
Author Megan HooperSource: Management Today 21 (2005)More Less
Extracted from text ... Project innovation: thinking strategically about solutions Megan Hooper lectures in project innovation at Milpark Business School. She also co-facilitates Conversations on Creativity, a group aimed at developing creativity in all areas of life. Managing projects has traditionally been seen as a stand alone organisational discipline that is mostly addressed through the accumulation of knowledge in the Project Management Body of Knowledge (PMBOC). In modern organisations there is also a recognised acceptance of the power of the project driven environment and the capacity for using well run projects as a way to implement strategy. However, these modern organisations are increasingly complex, particularly in a South African context and many projects require an integrated rubric of skills in order to be fully effective. Projects regularly ..
Author Elaine SaundersSource: Management Today 21 (2005)More Less
Extracted from text ... There appears to be a lack of clarity surrounding the definitions of mentoring and coaching and these terms are sometimes used interchangeably, depending on the context. This article will address coaching in the context of developing leaders. From manager to leader ... leaders achieve results through others - there is a need to leave the comfort zone of total control and guide the team to deliver the results. But leaders retain accountability. Many emerging leaders find the process of delegating responsibility, but retaining accountability, quite a threatening process. They need to be able to build trust in their team. To do this, they must know how to build a competent team and face the challenge of weeding out poor performers who ..
Author Bill PriceSource: Management Today 21, pp 61 –62 (2005)More Less
Extracted from text ... Management Today October 2005 61 Coaching: an internal leadership evaluation Bill Price is CEO of the VIP Leadership and Strategic Coaching Institute, a life coach and strategist. He may be reached at firstname.lastname@example.org or on telephone (011) 918 2464. O Leaders tend to focus on measuring the individual, organisational development as well as the strategic and tactical changes that are taking place. The sense of purpose together with the values and mission of the company are aligned to this evaluation process. It is almost like transformational learning taking place. Over the years while coaching and mentoring leaders the one ..
Source: Management Today 21, pp 62 –64 (2005)More Less
Extracted from text ... Coaching the talent and potential of PAs and offi Over the past ten years I have focused on coaching teams in top businesses and I always wondered why it is that the PAs and office managers are left behind to run the office while the rest of the team is being coached towards better and improved performance. It was about a decade ago when I was involved in a national profiling process to discover the 2020 competencies for office managers and PAs. It was absolutely amazing to make other discoveries on route. I discovered that the people with the best ..