Professor Cary L. Cooper, CBE
Distinguished Professor of Organizational Psychology and Health
Lancaster University

11th September 2009 | 15:15 (CET)

Participants will learn:

• What is stress?
• Stress vs. Business pressure: what are the differences?
• What are the main ingredients and causes of organisational stress?
• Primary, secondary and tertiary strategies to deal with organisational stress

Professor Rob Briner
Professor of Organizational Psychology
Birbeck University

22nd July 2009 | 14:00 - 15:00 (CET)

The notion of evidence-based practice is not firmly established in medicine and other areas of practice. It is based on the ideas that decisions should incorporate the best external evidence from research. Management appears to be one of the last areas of professional practice which has not seriously considered how decision-making. Why is this the case and how can organizations get hold of and use the best evidence?

Tom Stewart
Chief Marketing and Knowledge Officer
Booz & Company

Leaders are always, in matters great and small, being tested. Everybody watches the first decision a new boss makes—it’s a test. The way a leader handles a crisis is a test: It increases his political capital, or bankrupts him. In this webinar, Tom describes five tests that nearly all leaders face: initiation (becoming the boss, taking the reins), battle, defeat, re-intention, and the ultimate test…telling the truth to oneself and others.

Dave Ulrich
Professor of Business
University of Michigan

This webinar will help you recognise how you can continue to contribute value even in difficult market conditions. We will start by reviewing briefly the current economic and social crises that companies around the world face. This includes encumbrances of credit, stock devaluations, and economic recession, but also changes brought on by technology, demographics, and government regulation

Tim Casserley
Author and Management Expert

Our research uncovers the dangers of inadequately sustaining those in the executive fast lane of organisations. The economic downturn is magnifying this risk, as firms rely ever more heavily on those they regard as high potential. The possibility of derailment for many in the top talent pool has never been more real, and the consequent damage to the leadership pipeline and the brand never greater.

Penny Stoker
VP Global HR Services, AstraZeneca

As the global economy contracts, business change and transformation is the number one priority for many HR Directors to reduce costs and provide greater operational efficiency. How should the HR Director manage and realise the transformation and change projects required for their business? How can the HR Director motivate employees in times of corporate change and uncertainty?.