To manage means to be in control. We need to be in control of these aspects in order for us to achieve our desired outcome. Most existing literature in management tend to dwell on how to manage these aspects on a daily basis. Articles and books on management today predominantly provide “to do” lists to guide behavior.
In a recent post issued by Vocational Education and Training (VET) in Australia, there was a discussion on the need to “collaborate, diversify, niche or die” insofar as revamping corporate training in Australia. I believe this holds through for all countries in this region. This articles explores how this could be done on a practical level for training programs offered by training providers for corporations in multiple industries.
Crisis management sets in whenever there is a crisis that involves stakeholders. This may include anything from a major customer compliant that is highly publicized, a delay in the politically connected project launch or even the disappearance of an airline. In any case, under such circumstances the relationship with stakeholders is at an all time low and the trust deficit gap has widened considerably. Managing the situation is crucial to the survival and reputation to the company. What is needed under these circumstances is crises management. Such a management approach is characterized by being reactive, very vulnerable to shifting perceptions and can lead to hostile reactions from affected stakeholders.
Does undertaking efforts to manage risk really make a difference? There are times I wonder whether it does. I recently conducted a project review for a construction project that was stalled due to the collapse of a portion of the roof structure. I requested for the risk register and was provided with one that was very comprehensively documented and yet this risk of the roof collapsing was not included.
The emergence of scrum as an alternative approach to managing projects has been bewildering. It started off as a methodology suited primarily for the IT industry but has now been touted as the mainstay of project management in an increasingly turbulent business environment. So what is “scrum” and why is it gaining such rapid popularity? This article aims to shed some light towards answering this question.
McKinsey and Company, one of the largest consulting firms in the world, published a report outlining why leadership development efforts undertaken tend to fail. The reasons provided were overlooking context, decoupling reflection from real work, underestimating mind-sets and failing to measure results. What can be done to help minimize the prospects of leadership development efforts failing? Allow me to offer my views in this regard.
People want to be trusted. They want to be trusted to be able to do a good job, provide excellent service, deliver what they promise. Trust is especially important for stakeholders, who can be anyone who contributes towards work or is affected by the outcome of work done.
You may have heard of brainstorming, but questionstorming?? Well this is apparently a new term being bandied around in knowledge management based circles. Let me share with you why this approach is gaining ground fast as a tool for acquiring knowledge that is required, when it is required.
Acquiring the Project Management Professional, PMP Certification is a challenge. It calls for
a very strong commitment to cover the syllabus fuelled by a deep seated desire to pass the
exam and above all, excellent exam question answering skills.
Growth in the the Malaysian economy is anticipated to be around 4.7% in 2016. This may appear somewhat encouraging but in reality the expected terrain within which the economy will grow is somewhat gloomy.
It has been estimated that in 2015 alone, more than 20,000 employees from various sectors in Malaysia lost their jobs, an increase of almost 10,000 recorded in 2014. The Malaysian Employers Federation, MEF expects the numbers in 2016 to rise as the economy, which is closely linked to revenues from the oil and gas sector continues its descend. Things have reached a stage where the Government itself have frozen intake of public sector employees in 2015, except for critical positions. This means a loss of 15,000 job opportunities in the public sector.