by Birgit Fischer-Sitzwohl | Oct 18, 2018 | Article, Artikel, Führung
In classical organizations there are hierarchical leadership structures whose origin goes back to the beginning of the industrial age. At that time it was assumed that there was a mass of ignorant and above all unwilling workers in front of you, who had to be led by a...
by Birgit Fischer-Sitzwohl | Jul 30, 2018 | Article, Artikel, Transformation
Many of our customers are confronted with major changes in the market and have to react accordingly. There are some influencing factors that are “to blame” for this pressure. For example, the demand for warehouse logistics tailored to the needs of end...
by Birgit Fischer-Sitzwohl | Jun 9, 2018 | Article, Buchbesprechungen, Diagnostik
Brain research shows that it is not money, status and luxury but the quality of our relationships that is essential and that we speak of a happy life. Our thoughts are the result of electrical excitation patterns. Which ones will prevail depends on various factors....
by Birgit Fischer-Sitzwohl | Mar 7, 2018 | Book Review, Buchbesprechungen, Conflict Management
There are always two of them when a boss behaves like a disgusting package, and each employee gets the boss he deserves. In this book you will learn tips and tricks on how to deal with difficult bosses. How easy or difficult it is depends on various factors: How...
by Birgit Fischer-Sitzwohl | Mar 7, 2018 | Case Studies, Case Studies, Führung
… there was an executive named Max and his associate Moritz. Max wanted to be managing director. As quickly as possible and unconditionally. What’s the matter with you? Because he deserved it. Max had patiently chosen his victim and then sawed his...
by Birgit Fischer-Sitzwohl | Nov 15, 2017 | Book Review, Buchbesprechungen, Führung, Transformation
In his book, Peter Finckler describes traditional approaches to leadership. He denounces the fact that it is still standard in many companies for managers to be promoted primarily because of their specialist knowledge. He points out that leadership is unlikely to be...
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