Filter by the type of content you want, the topic you are looking for or search using key words
With increasing pressure on individuals to arrange their own professional development rather than rely on corporate training
Occasional employees working remotely can often be neglected, but properly managing their wellbeing and relationship with col
The Wikipedia founder created the world’s largest online encyclopaedia. He believes that we must redefine management
Here’s what you need to do to attract millenials to their business, and keep them there
How agile management can help managers to a more successful future: the latest in a series leading up to the MBOTY
When mentoring goes wrong; lessons for young managers
Strong leaders can inspire and empower, find out how that can be you.
CMI Research Provides New, Powerful Evidence of the Connection Between Poor Management and Poor Financial Performance
A lack of training means those in managerial positions are lacking key skills that could damage the future growth
Insights spoke to work psychology group’s analise la-band to discuss how managers need to be role models for driving a better
Poorly managed change programmes are damaging managers’ morale and the performance of organisations across the UK: powerful n
Sir Professor Cary Cooper speaks on how businesses can boost the productivity of their staff through better wellbeing
CMI’s mission is to increase the number and standard of professionally qualified managers. One way we deliver on this mission is to create industry-leading insights and resources, and make them accessible to the widest possible audience.
Within the knowledge and insights hub you’ll find resources which provide immediate guidance on the issues managers face everyday, and insights from inspiring leaders innovating in every sector and industry.
Our research is helping managers understand what they can do to improve performance and productivity.
Learn about how CMI represents the views of UK managers and leaders at every level of national policy-making.
