Every few years we ask our members to tell us what they think of AIM’s monthly magazine, Management Today, and for the first time this year our online offering, www.mtmag.com.au.
We’d greatly appreciate your feedback on what you do and don’t like about both offerings and what you’d like to see more or less of. It will help refine and adapt them both so we continue to provide insightful and relevant content to our members.
Take the MT Reader Survey at https://www.surveymonkey.com/s/mt2014…
Efforts to improve the productivity and performance of Australian organisations are being stymied by inefficient and under skilled middle managers according to the findings of a major research survey released today.
The Australian Institute of Management survey, ‘Middle Managers – Evaluating Australia’s Biggest Management Resource’ was conducted in conjunction with Monash University and involved 1,898 business people ranging from CEOs and business owners to middle managers and aspiring managers.
There are around half a million middle managers in Australia (Australian Institute of Management estimate based on ATO data that shows 1.2 million Australians list their occupation as ‘manager’).
“Middle managers make or break an organisation. They are the ‘bridge’ in organisations that connect the g
The Australian Institute of Management has launched its latest list of outstanding young management talent with the national release of the AIM30.
The AIM30 is one of Australia’s most prestigious listings of industry leaders under the age of 30, who are making a mark on the management profession.
AIM was inundated with applications from young managers all across Australia who wanted to be featured on this exclusive list and the final 30 were selected via a stringent internal recruitment process.
Candidates were judged on their unique leadership skills, impact, vision and potential, and most importantly, all applicants had to be aged 30 or under to qualify.
The AIM30 individuals ar
By Leon Gettler
Great teams don’t just happen. They are the result of a lot of work from team leaders and team members. Everyone there knows what makes teams work well and at the same time, acknowledge what’s important for individual team members while linking individual aspirations and goals to the remit of the organisation. The manager plays a critical role bringing all that together.
Glenn Llopis at Forbes says managers have to be very much aware of their own individual style and techniques. They have to constantly evaluate themselves and be critical about where they can improve, especially in areas that will benefit those whom they are a leading. They have to get to know the team and know exactly what buttons to push and when to push them. They should also clearly define everyone’s role and responsibility. This is not unlike team sport where everyone plays to a position. Everyone is allocated a role that fits in with their strengths and capabilities.
The managers should also be giving constant feedback. Doing it only when there’s a problem is counter-produ