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Do you find it difficult to maintain
control over your team members whilst also
demonstrating to them that they are a
valued resource?
If this sounds familiar, don’t worry, you are
not alone.
It is commonly agreed that human capital
are the most important intangible asset for
an organisation. Staff should not be limited
to roles that barely tap their capabilities as
they are potential and sustainable resources
for the organisation.
Nonetheless, today’s job market has become
too complicated and demanding to rely on the
command-and-control model, which deemed
to be a problem of culture and management
thinking. It could be addressed on how the
managers treat themselves on the one and
staffs / members on the other, undoubtedly
this practice will damage success of the
organisation.
In the past 10 years, there are many
institutions introduced “Managing People/
Leadership” course(s) as part of their
curriculum, with a hope that students will
better understand managing-people skills in
their future workplace. However, this is not
the case. There is a well skills gap in classroomteaching and actual practice, and there is a
need to have a platform that enables students
to learn and develop their leadership skills
through active participation in structured
activities.
Here, I must commend AIESEC management
team for playing an active role in
offering opportunities to its members
to participate in international internships and
to experience leadership practices in a global
learning environment. Through these activities,
I believed participants will always sharpen
their skills and enhance their overall
performance in studies and works.
Well Done!
“Setting the same tone is essential
to success.”
Thanks and Regards
Gy Ho
To have a positive correlation between
management and staffs, the better way is to
manage an organisation as a system. An
organisation systems view will leads the
frontrunners to see the value of managing
work and people in a different way.
Effective managers will no longer spending
time in monitoring and controlling but
mentoring. True mentor will always practice:
Employees are responsible for their own
learning, while mentor is only responsible for
supporting, facilitating, and learning with
them (Bill Creech, 1994).
Mr. Gy Ho
Academic Qualifications:
- MSc Management of Quality Excellence,
University of Leicester
- BA (Hons) Business Studies, University of East
London
Membership:
- Chartered Member & Chartered Quality Professional (Chartered Quality Institute UK)