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Groping for a cure for managerial menopause

Article Abstract:

Growing disenchantment of middle managers confronting what they consider stagnation in their careers is a problem that is expected by human resource professionals to become more acute as more baby boomers approach 40. It is common for middle managers between the ages of 38 and 43 to grow increasingly concerned about their future with the organization, a condition referred to as middle-management blues, managerial menopause, or plateauing. It is required that companies look for effective strategies for dealing with this phenomenon, and many such strategies have been developed by Japanese companies; executive motivation programs are described, some of which use job-title changes, job rotation, job re-definition, and even the creation of new spin-off businesses for the executives.

Methods, Employee motivation, Employee morale, Middle managers

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The special talents that set a leader apart

Article Abstract:

Most leaders in the business world do little more than coordinate the efforts of others, but the truly effective leader is one who is able to instill a sense of cameraderie throughout the organization and foster an atmosphere of teamwork that preserves the individuality of the team members. For chief executives, the team will consist of a few executives and administrators able to think strategically and help change the corporate culture to one that better supports teamwork and encourages increased productivity from individuals. The need for these leadership qualities is being realized by a growing number of executives world wide, and many more chief executives are looking for ways to analyze their leadership skills and qualities.

Social aspects, Analysis, Organizational effectiveness, Leadership

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Why managers need to develop their intuition

Article Abstract:

Managers are trained in business schools to rely on rational, logical and quantifiable decisions, with human intuition most often downplayed in business decision-making, but intuition is an important tool in business planning. Decision making consists of finding the truth of a matter and acting on that truth, and the latter relies to a large extent on intuitive thinking processes. Managers who recognize the importance of intuition in their jobs must learn to trust their intuitive powers, and use them if not always then often. Before executives can count on their intuition in decision making they must be physically and emotionally fit to assure that the wrong emotions do not come into play.

Executive ability, Intuition

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