Management

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Conflict at 36,000 ft (13 Jun 2006)
Communication is the key to resolving conflict. Here's why.

Conflict Resolution - Managing Workplace Conflict (13 Jun 2006)
It goes by many names -- conflict prevention, conflict resolution, conflict management, the names go on. These terms were all created to combat a similar problem. For the most part, people who deal with these issues all agree with the same principle:

Conflict Resolution Training- When Personal Safety is an Issue (13 Jun 2006)
Conflict generally arises by having your needs, desires, perceptions and values challenged.

Conquering the Number One Problem in Business--Poor Communication (13 Jun 2006)
Poor communication is the Number One cause of problems in business: poor communication in relaying instructions, miscommunication because of irresponsible delivery, too little information when conveying changes in policies or procedures, not enough exchange of information when relaying new concepts or ideas. The result of every one of these communication down-falls is misunderstandings, missed deadlines, hurt feelings, and a lot of wasted time. Read this article to find out how to improve communication in your company.

Contract Management Software: the Solution to the Problem of Coordination (13 Jun 2006)
Using Petrie's model, this article explores how the right contract management software is the solution to the problem of coordination.

Controlling Your Cash Flow (13 Jun 2006)
Describes cash flows and finances.

Corporate Governance for Business Owners (13 Jun 2006)
A good system of Corporate Governance is not only beneficial for large companies but it can also benefit many small businesses.

Countering the False Notion that Six Sigma is Elitist (13 Jun 2006)
Thousand of ways to fail and always convenient to blame the tool. The failure is the fault of a lack of planning and training. In an unplanned organization there is no doubt about the outcome of that program. If management truly has their eye on the goals and is intent on providing quality products and services, then Six Sigma can keep everyone focused and part of the team.

Create Your Dashboard for Success (13 Jun 2006)
Every business has key factors for success. Know what they are, measure them, monitor them, so you can act proactively when they deviate from normalcy.

Create Your Methodology Based on a Standard Framework - Part One (13 Jun 2006)
This article, the first of a series of three, gives some tips on designing and implementing a methodology based on a standard framework such as ITIL or PMBoK.

Creating Advisory Boards (13 Jun 2006)
Often the answers to complicated questions don't lie within those most affected. Frequently the leader will need to look outside the organization for advice and wisdom. Advisory Boards do not vote, nor do they have fiduciary obligations. But, as the name implies, they exist for the sole purpose of advising the CEO and executive team...

Creating Your Own Business Upturn - Powering Business Development (13 Jun 2006)
For a company to create and continuously advance their own business upturn, they will need to amass the full knowledge, talent, experience and capabilities of their organization and in certain cases introduce some outside influences.

Creative People, Innovative People (13 Jun 2006)
The title implies that some people are and others not.

Creative Writing - business principles produce more quality work, faster (13 Jun 2006)
Maximization methodologies have long been used in business to produce quantities of quality ideas, faster. Creative writers who want to rapidly produce quantities of quality work should apply these same principles.

Creativity and Innovation - Large Firms Versus Small Firms (13 Jun 2006)
There is a pervasive assumption that small firms are more creative and innovative than larger firms. That is, they identify problems and generate ideas (creativity) and idea select, develop and commercialise (innovate) those ideas to a greater degree than larger firms. However, there is a large degree of untruth to this assumption:

Creativity and Innovation Directors, Consultants and Managers (13 Jun 2006)
Creativity and Innovation is essential for competitive advantage, yet the role of Creativity and Innovation Manager is often not viewed as essential. Organizations without such a role will simply not perform as competitively as their rivals.

Creativity and Innovation Management - Core Competencies and Competitive Advantage (13 Jun 2006)
Following is a brief definition of core competencies and competitive advantage and their fit with creativity and innovation management.

Creativity and Innovation Management - Turning Ideas into Action (13 Jun 2006)
The phrase "turning ideas into action" is a Russian doll.

Creativity and Innovation Management :- Thought Leadership (13 Jun 2006)
Leadership is only sustainable when leaders consistently come up with good ideas - when they are dependable thought leaders. It follows then that leaders would be more effective if they knew how to manage creativity and innovation.

Creativity and Innovation Management in Conservative, Staid Organisations (13 Jun 2006)
Conservative and staid organisations generally have a harder time implementing creativity and innovation into their day-to-day work processes and people. Leaders may want to capture the benefits of creativity and innovation, yet there may be relevant and almost contradictory issues that they have to deal with, including:

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