New research by the Chartered Management Institute reveals that although alcohol and drug misuse has an estimated 3.5 billion pounds annual cost to UK organizations, almost half of managers would have difficulty in identifying possible signs of drug misuse in their colleagues. More than one in ten would find it hard to recognize signs of alcohol misuse.The research showed that the hidden menace not only affects individuals, but can also impact on overall organizational performance through increased risk of accidents, poor judgment or prolonged absenteeism. US studies show that substance abusers are 33% less productive, three times as likely to be late, four times as likely to hurt themselves or others at work, and ten times as likely to miss work.
The worst fears of local government managers about their changing role have been realized in a report prepared by the University of Birmingham and the Office of the Deputy Prime Minister. ‘Continuity or Change? Officers and New Council Constitutions’ examines the impact of the new political structures on the roles of officers in councils. Most councils have changed to a cabinet system of governance with a leader, others now have elected mayors. The report identifies a trend towards stronger political leadership with a consequent disempowerment of managers.The effect on the role of the chief executive is varied, depending largely on the strength of political leadership. In most cases the greater involvement of the cabinet and executive council members in decision making has had an impact on the chief executive. In some councils the role is changing from chief executive to managing director, with less involvement in policy development. A result of this trend is that a number of chief executives have taken the opportunity to retire, whilst others have moved to different types of posts.
Most people who resign from their jobs are not moving for money or career progress but because they are sick of their immediate boss. Personality clashes or general dissatisfaction with managers are the biggest single reason for people leaving their jobs. The conclusion drawn from a survey by Manchester Metropolitan University is that weak management pushes good employees to leave. The finger is pointed at young, inexperienced supervisors who have not been in the job long enough to benefit from watching good managers at work. Each time an employee leaves, the costs to the organization are between 50 and 250 per cent of his or her annual salary. But few organizations ever find out the real reasons for their departure, because they are usually reluctant to say anything that could burn their professional bridges. Instead, they give positive reasons for leaving such as career advancement, a better salary, or neutral reasons – family circumstances.Published by The Chartered Institute of Personnel and Development. http://www.cipd.co.uk 24.99 pounds.