Management Agenda / English Report.

Die Ergebnisse der 1. GfP Management Agenda sind nun auch in zusammengefasster Form bei unseren britischen Kooperationspartnern Roffey Park erschienen. Wir stellen Ihnen den Kurzbericht hier gerne zur Verfügung.

Roffey Park partners with GfP to publish an Austrian version of its Management Agenda research survey.

Roffey Park Institute partnered with GfP to support them in producing the first ever Austrian Management Agenda. GfP was founded in 1972 and asked Roffey Park to help it develop and launch a multi-industry study examining aspects of day-to-day managerial life. More than 1,000 employees from different functions and levels of management (and some non-managers) completed the survey. The results paint an interesting picture of the state of management, HR and OD in Austria, and highlight some contrasts with the data from the UK.

Overall perceptions of leadership capability were similar across the UK and Austrian samples. Roughly two-thirds of respondents in either case rated their immediate line manager positively. That, however, leaves one-third less than impressed and more than one in ten regarding their line manager negatively. The authors of the Austrian Agenda pose an interesting question: how are companies able to, and even allowed to, operate in the current economic climate with 14 per cent ‘bad leadership’?

The report highlights a clear difference in the perception of employees with respect to their line managers’ task and people management capabilities. Whilst the former were generally rated positively, clear gaps were reported in the latter, in particular around helping employees develop their careers. GfP’s report also highlights that managers may be too dependent on established ways of doing things, addressing new problems with old thought patterns and behaviours. Less than half of those surveyed (45 per cent) said that their manager supported creativity.

GfP contrasts the views of those in leadership positions with staff. Interestingly, 71 per cent of staff say that they would not recommend their organisation to friends. In comparison, 48 per cent, still less than half, of those occupying leadership roles say that they would not recommend their organisation to friends. These findings suggest that organisations may have much to do in engaging employees such that they feel sufficiently positive to act as external advocates and champions for their organisation.

Organisational development (OD) as a profession is still treated ‘too lightly’. GfP’s data suggest that half of all organisations do not have someone in an OD role and, where they do, that person or persons often sit within HR and may have other aspects to their role. Change management is viewed as one of the most difficult challenges organisations face, yet there is a perceived lack of dedicated expertise to address the challenge.

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