Search results

Attracting and educating the right supply chain managers are a critical challenge to the realization of most supply chain objectives irrespective of the state of the economy (shortage of personnel several months ago or increasing lay‐offs currently). This is because of the richness of capabilities required to do the job well. Much of our teaching in logistics and supply chain management focuses on the technical aspects of the role. However, the importance and criticality of the human aspects are becoming increasingly apparent. A new approach to the people dimension is called for. This paper uncovers a set of emotional capabilities, which, if combined with the technical capability that is undoubtedly needed as well, would transform the industry. One emotional capability, the ability to influence, is examined by way of illustrating what we mean by emotional capability. Suggestions are offered for furthering managerial capabilities in supply chain management.

This article explores how managers adopt role‐oriented behaviours at work, often losing sight thereby of their values and personality. We refer to interview‐based research into the stereotype of the information technology (IT) manager as a clear example of a role which is technical in its nature, and consequently potentially lacking in flexibility and the ability to work with ambiguity which characterises organisational politics. This is supported by a case study of a course for senior IT managers which provides insights into how their initially naïve views of organisational politics can be changed by refocusing their attention upon themselves as people, and away from their roles as IT managers. We conclude that better interpersonal development for senior IT managers will make them more effective at board level, and enable businesses to better exploit IT, and gain significant benefits which many are missing.