Spring gloom

Article Abstract:

Depression in the work place becomes more prevalent with the approach of spring as workers see the renewal of nature but view themselves as stuck in the same old grind. Managers must be aware that depression occurs among workers, and should develop skills to counsel subordinates in order to alleviate their depression and minimize its disruption of the business environment. There are three phases of depression counselling: understanding, in which the manager seeks to gain insight into the employees' point of view; challenging, in which the manager attempts to redirect that point of view to a more positive end; and resourcing, which develops the means to alleviate depression.

Psychological aspects, Prevention, Depression, Mental, Depression (Mood disorder), Work, Work (Labor), Executive ability, Psychology

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DIY career development is the order of the '90's

Article Abstract:

Today's fast-paced corporate environment is shortening the time horizon for career planning for executives. Executives are making their own opportunities, using the do-it-yourself approach to shape their career paths instead of waiting for corporations to dictate their futures. Non-monetary values such as home comfort, less stress in the work environment, and personal growth are becoming part of executives' expectations. Companies must now emphasize a new kind of career development contract with their executives that will include considerations such as: continuing education; time-off; health planning; job-sharing; and more flexibility in financial compensations.

Management, column

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Discriminating between dream jobs and bear traps

Article Abstract:

There are five needs met by any professional's or manager's work: production of income, autonomy, job status, security, and peer reward. It is suggested that senior executives often lack insight into the match between their needs and the opportunities available to them. A realistic assessment of one's strengths and weaknesses is requisite in understanding the difference between suitable employment and career-killing traps.

Analysis, Employee selection

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