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May 2005 |
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Here are the articles contained within
the May 2005 issue of AMED's "Organisations
& People", along with a brief summary.
The first article is held on the LeaderValues site and can
be obtained by clicking on the link below the article.
If you wish to read any of the other articles you can
contact AMED directly by clicking on the link at the
bottom of this page. |
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Unleash Your Natural Leader
by Veronica Lim |
Being a Natural Leader is
about the natural you, before you took on beliefs and
assumptions about your environment, and your own identity.
This article investigates the essence of the Natural
Leader and provides some steps for personal development.
Please click on this link to read
the full article |
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Managing Risk: What’s Different about Uncertainty?
by
Meg Salter |
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Many organizations are
understandably concerned about their ability to
effectively manage risks, respond to crisis situations and
develop strategic risk frameworks that enable the
effective long term viability of the organization. And yet
for many, managing risk somehow feels different than it
used to! This paper presents an overview of the different
nature of risks and risk response, based on conditions of
relative stability or uncertainty. |
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40% of
Executives Fail In A New Job
by Stephen Harvard Davies |
| Despite the
money and effort put into executive recruitment, many
executives fail. This paper explores some of the reasons
for this failure on the part of the recruitment process
and the executives themselves, and identifies a number of
actions that a new executive should undertake to enhance
the chances of success. |
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Developing
Managers and Leaders
by Mike Peckham. |
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Putting the experience back
into ‘experiential learning’––this article addresses some
of the issues faced by learning and development,
especially in engaging Generation X managers. Two case
studies show how ‘expressive objectives’ and ‘learning
architecture’ can be used in the development of management
and leading skills. |
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What Would You Do…?
by
Marion Gillie |
| This paper
poses questions about what you would do in a number of
situations where ethical or contractual considerations can
occur in a coaching relationship. If you are a coach,
think about your stance if you ever had to face one of
these challenging situations. If you have to hire coaches,
you might want to use these scenarios to see how clear
your prospective coaches are about their own code of
ethical conduct or boundary management. |
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Soapbox |
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The Learning
Organisation : a long way to the promised land! |
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To request any of these articles, please
e-mail
amedoffice@amed.org.uk or telephone +44 (0)1480 493253.
Please note that there is a small handling charge from
AMED for this service. |
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| To view the AMED site
visit
www.amed.org.uk |
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Back to the library of
AMED's
"Organisations & People"
Journals. |
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