http://www.managementsite.com Managementsite.com - For and by professionals en http://www.managementsite.com/img/managementlogo2.gif http://www.managementsite.com http://www.managementsite.com/506/Resolve-as-strategy-Human-Resource.aspxThe critical element of strategy is resolve. So don’t focus on improving your strategy. Focus on how to improve resolve. We can learn from fat smokers.http://www.managementsite.com/505/Personal-Effectiveness-No-seems-to-be-the-hardest-word-Interview-with-William-Ury.aspxYESSWhether and how we say No determines the very quality of our lives. It is perhaps the most important word for us to learn to say gracefully and effectively.YESS William Ury, negotiation expert, co-author of the well-known book Getting to YES is convinced that the skill of saying No is indispensable. He explains this in his new book, The Power of a Positive NO.http://www.managementsite.com/504/Corporate-blogs-communication-website-business-goals.aspxCorporate blogs are like the corporate polls and forums from the haydays of the internet revolution. These were short lived hypes, well marketed by IT-vendors. What binds all these gimmicks is their lack of practical purpose other than the seemingly never ending quest for interaction amongst communication advisors.http://www.managementsite.com/503/Strategy-and-administration---Moving-FORWARD-with-solution-focused-change.aspxThe solution-focused approach has helped coaches, trainers, consultants and managers to be more effective in realizing their goals. Moreover, it has often made their work more enjoyable. This article presents a simple, new, and - hopefully - sticky model to describe the solution-focused approach: the FORWARD-model.http://www.managementsite.com/502/Selling-Professional-Services-Marketing.aspxSelling professional services is quite different from selling products. 5 Steps to improve the professional sales process in support of the overall services sales strategy. A hands on approach! Already a quick scan of this contribution will provide you with suggestions directly applicable to your business. http://www.managementsite.com/501/Interview-Personal-effectiveness-The-growth-mindset.aspxNowadays, there is a lot of talk about the 'war for talent' in organizations. How important is talent really? Can capabilities be developed or are they fixed? Should selection practices focus on finding the brightest people or should they focus on people with a great desire to learn? Is it worthwhile for managers to help people learn or is this merely a waste of time? In this interview with Carol Dweck of Stanford University, we find important and fascinating answers.http://www.managementsite.com/500/organization-prototype.aspx“Managers don’t read in the relevant literature; management as a field is almost unique in its being disconnected from the relevant professional literature. It is amazing how even consulting firms, which supposedly are in the intellectual capital business, are incredibly ill-informed about theories and data on management”. What kind of solution Pfeffer has in mind? His recent book 'Hard Facts, Dangerous Half-Truths and Total Nonsense: Profiting From Evidence-Based Management' offers some answers.http://www.managementsite.com/499/Organizational-Innovation-in-Historical-Perspective.aspxChange efforts often does not live up to their promises because the line organization is involved in rather awkward ways. Project groups, task-forces, steering committees, special coordinators and elaborate training programs obstruct the commitment and the responsibility of bosses and workers. An approach more focused on the responsibilty and commitment of the regular organization is described and clarified with many examples. http://www.managementsite.com/498/Economics-finally-on-track.aspxAny professional needs to know a little about economics because so much of the talk about business refers to economic theory. The neo-classical economics we have all been taught is mainly nonsense. Is there an alternative? There is!http://www.managementsite.com/497/Organizational-Innovation-in-Historical-Perspective.aspxDo we need new paradigms and 'breakthroughs'? What has proved its value over the centuries may give us something to hold on. So-called new types of organizations are recent expressions of the evolution of steering and self-organization. The changing balance between closer interdependencies and more autonomous units is related to competitive strength.