The perfect meeting
Glenn Parker, Robert Hoffmann: The perfect meeting
33 ways of being efficient and effective
HVG Kiadó, April 2011
Meetings are notorious time thieves within any organisation, unless of course you properly prepare, administer and follow-up on them. The book provides an abundance of useful hints helping you avoid the pitfalls of meetings. There is a set of control questions at the end of each chapter allowing you to check how well you have learnt your lesson. There is also an overall test at the end of the book.
How healthy is your organization?
In today’s stressful work environment, organizations can be crippled not only by product failures or dramatic market shifts but by internal demons. Typical problems include distrust, lack of communication, territoriality, and other negative qualities that can fester below the surface and ultimately sap the organization’s vitality. But according to these experts in organizational […]
The five disfunction of a team
Patrick Lencioni: You need a team Five objectives of successful cooperation HVG Kiadó, September 2009 The definitive factor of competitiveness is not money, nor strategy or technology, but rather team work. If you can persuade everyone to ‘row in the same direction’, you can gain market leadership in any given industry, on any market, against […]
The Toyota way
The Toyota Way 14 management principles HVG Kiadó, August 2008 Corporation the world over strive to successfully speed up processes, eliminate losses and improve quality by applying the radical methods first introduced by Toyota. But is it possible to discover the secret why Toyota is successful, beyond the application of lean methods and techniques?
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Budapesti Erőmű Zrt.
"We commissioned Concordia to develop a program that would, instead of developing general leadership skills, refresh the existing leadership skills set of our team of leaders with decades of experience, and thereby endow them with a healthier leadership approach and skills that are also well suited for managing current leadership challenges. The 18-month program was made all the more exciting by the fact that the company was transferred to new ownership before the program was completed. Building on their existing leadership experience Concordia managed to fully involve our managers in the program, and to reform the corporate leadership credo by focusing on questions and issued already brought to the surface by the changing environment. The program left ample space for the topics and situations suggested by the participants, and Concordia managed to maintain all frameworks and close off individual sections as required by the overall objective, regardless of the degree of emotional involvement.
All in all it was a well thought out, comprehensive program. We would especially like to thank Mr. Tamás Szilágyi who, by virtue of his calmness and coaching techniques, sometimes provided support for the organisers, too."