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The article discusses the role of managers in facilitating change at organizations, presenting recommendations for change management. According to the article, managers and employees should seek to learn about impending changes and the rationale behind them. Leaders should support employees in their career development, learn new skills, network, and make themselves indispensable. The article cautions against becoming self-destructive, complaining, and damaging working relationships. Topics include the role of change initiators, implementers, and targets in the change process.

The article elaborates the concept of being a leader and servant in one. The authors share that in order to gain great leadership, the leader must serve his subordinates in countless ways. The authors have then developed a five-point list that represents the key practices that most characterized the very best leaders. The first point claims that the leader does try to accomplish something important that benefits the organization in general. The second point claims that the leader creates an environment where people are motivated to do their best. The third point drives that the leader is always concerned with how to get better. The fourth point suggests that the leader knows well on how to value results and relationships. The fifth point emphasizes the leader's credibility in general.

The article offers the things to consider in adopting a social media mind-set. The ways include being authentic, being active on social media and setting the tone, and adopting clear guidelines, which screen comments and behavior. Also emphasized is the need for manager to respond quickly to problems raised by employee.

One of the ways managers carry out the work of an organization is through employing popular management concepts. But what happens when these concepts are employed, including how managers talk about and characterize the concepts, is not always well understood. These topics are examined in the article “How Managers Talk about their Consumption of Popular Management Concepts: Identity, Rules and Situations,” (British Journal of Management, September 2013). The authors are Hendrik Wilhelm (University of Cologne, Seminar for Business Administration, Corporate Development and Organization; Cologne, Germany) and Suleika Bort (University of Mannheim, Department of Strategic and International Management; Mannheim, Germany). [ABSTRACT FROM AUTHOR]