Managers play a critical front-line role in dealing with challenging situations and confronting problems in the workplace. Making sure that managers have the right skills to proactively tackle emerging problems and conduct high quality conversations with their team can deliver real benefits for an organisation in terms of productivity and performance.
This series features a range of diverse views from academics, practitioners and policy-makers on the links between managerial capability, the way that organisations in the UK manage workplace conflict and the impact this has on productivity. The series will provide key insights to support development of more effective responses to this crucial issue.
Professor Richard Saundry shares insights from research on the links between managerial capability, the management of conflict and organisational productivity and what it might mean for businesses.
The CIPD’s Rachel Suff explores how organisations can boost management capability to better resolve conflict at work.
Susan Clews, Chief Executive at Acas, draws on lessons from the frontline of employee relations and conflict resolution to ‘mastermind the perfect manager.’
Sue Ferns, Senior Deputy General Secretary of PROSPECT and Chair of Unions21 provides a trade union perspective on the importance of managerial capability.
Dr Samuel Farley from Leeds University looks at the impact of cyberbullying within the workplace and proactive steps employers can take to prevent it.
Professor Paul Latreille from the University of Sheffield explores lessons from the USA in taking more innovative, pro-active and strategic approaches to conflict management.