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The article offers tips for managers for negotiating workplace conflicts and tension between the desire to compete and the desire to cooperate; identify the true impediment and narrow viewpoint and in a negative and hopeless tone.

There have been significant changes among the top global wealth managers, with assets under management of the super league having grown since 2005 but by widely varying rates, resulting in changes in the rankings of the big companies. This case study looks at the current top five wealth managers (UBS, Credit Suisse, Morgan Stanley, Bank of America and Citigroup) and how they are addressing changing market conditions. [ABSTRACT FROM AUTHOR]

There are many different types of leadership. Some people lead directly, managing subordinates face to face on a day-to-day basis. Others lead large organizations less directly, managing through staffs and managers via policies that are carried out by subordinates. Still others lead even more indirectly, creating goals, expectations, and plans of action for others to assimilate into their own activities (Milum Communications Group, 2010). This latter form of leadership is known as strategic leadership. [ABSTRACT FROM AUTHOR]

Ambiguity refers to a state in which situations are unclear, uncertain, or in flux. As a constant in human affairs, it is often the result of limited perception or lack of understanding. It is especially prevalent when people are placed in unfamiliar surroundings or new cultural contexts. Ambiguity can draw forth feelings of fear, insecurity, and even paranoia, and it can impair one's ability to make good decisions (Prince, 2002). [ABSTRACT FROM AUTHOR]

Social networking requires different competencies, depending on how it is being used. Individual contributors typically use social networking for professional networking. However, managers may explore social networking as a means of developing customer relationships and gathering customer intelligence. Executives may get involved through the development of a social networking policy. [ABSTRACT FROM AUTHOR]

One of the defining traits of a financially responsible business organization is that it ensures a return on its investments (ROI). In order to gauge an ROI, businesses will develop and implement reporting systems on departmental and employee productivity. Such policies can help leaders assess the organization's pursuit of strategic goals and, where necessary, make modifications and changes. [ABSTRACT FROM AUTHOR]

In centuries past, businesses were expected to meet a single primary goal: to produce a profit. As time went on, secondary goals arose, such as paying a living wage, contributing taxes to the greater good, and more recently, mitigating their environmental harm. But until the 21st century, the goals really ended there. Today, however, companies are frequently expected to have a triple bottom line -- a combination of financial, societal, and environmental goals that go beyond earlier tenets of simply doing no harm. [ABSTRACT FROM AUTHOR]

The article focuses on the economic performance of France. It says that most business indicators have softened during the second quarter of 2011, after a steady improvement from March 2009 to March 2011. It states that confidence in the services sector has stabilised at a high level, however managers are expecting that demand will become weak. It adds that the inflation rate of consumer price is stable at 2.2% in May 2011.

The article offers suggestions to manager for dealing with difficult workers in the workplace, and mentions tips like confronting problems head-on; ask the employee to explain what one just said and what he/she expects of him or her; and maintaining proper behavior.

The article presents a discussion on why organizational problems are not brought to the attention of managers by the employees, adapted from the book "5 Reasons Why Your Employees Might Fear 'Speaking Up'" by Karin Hurt and David Dye.

The article discusses research on the deviant behavior of some top executives. It states that executives are commonly perceived to be deserving of some privileges due to their power and status. According to the author, punishing leaders for abusive and deviant behavior is important to avoid having unethical culture in a company.

The article discusses the six qualities of a micromanager which include the idea that they could do everything, expecting to be copied every message, and attending every meeting.

The article presents a case study which shows how the Dutch fashion retail clothing store C&A Europe, created its codes of conduct for its suppliers and executives. The key aspects for the code of conduct for suppliers are provided. It notes that integrity is seen as the heart of C&A's set of values. It mentions that the company's culture is shared with every employees and the company.

The article identifies a list of things, including sarcasm, which are likely to indicate bullying tendencies in managers.

The article discusses the supervisor-employee relationship and types of supervisory powers including role power, reward power, and expert power.

Statistics are provided on attitude of executives including job involvement and help extended to employees, based on “State of the American Manager" report by analytics company Gallup.

The article offers the views of software executives on the trend of computer programs in the apparel industry in 2014. Bob McKee of Infor mentions the industry's conversion from a retail model and its effect on fashion firms. Anastasia Charbin of Lectra notes the changes in the process of product development which involves three-dimensional (3D) imaging and design while Susan Olivier of Dassault Systémes SA states the impact of re-using product information.

The article offers the views of software executives on where apparel companies should focus their investments for maintaining competitiveness. Susan Olivier of Dassault Systémes SA mentions expenditures on generating revenues, electronic commerce (e-commerce) platform and tools for handling customer relationships. Anastasia Charbin of Lectra notes the need to concentrate on customer loyalty while Russel Beron of Core Solutions Ltd. states the benefits of cloud computing.

The article offers the views of software executives on the challenges of the global supply chain in the apparel industry for 2014. Susan Olivier of Dassault Systéme AS mentions the confluence of forces involving customer expectation and risks of delays. Anastasia Charbin of Lectra notes changes in business models while Bob McKee of Infor points out customer experience and omnichannel retailing.

The article offers the views of software executives on computer applications in the apparel industry. Bob McKee of Infor mentions the need for a proper software platform to handle an omnichannel strategy. Mark Burnstein of New Generation Computing Inc. (NGC) notes the criticality of synchronizing the of concept-to-consumer process while Bill Brewster of Yunique Solutions Inc. states the significance of sharing information.