The paper is based on a five year, UMIST‐Institute of Management study into the changing nature of the quality of working life and seeks to uncover differences in the incidence and impact of organizational change on the perceptions and experiences of managers in the public sector, the private...

Based on a sample of senior managers from West Midlands businesses, quantifies the level of executive stress in a regional setting. Identifies significant levels of stress generally but also reveals that stress is patterned across industrial sectors and by firm size. Also identifies and...

Examines the attitudes of senior, predominantly male staff to women managers in a specific industrial setting ‐ namely the West Midlands region of the UK ‐ using data derived from the Price Waterhouse West Midlands Business Survey. The survey is unique in that it is focused on eliciting the...

Reports on the UMIST‐Institute of Management five‐year study into the changing experiences of UK managers and the impact of organizational change. Examines the patterns of actual working hours generally and by managerial level before going on to explore the reasons managers give to explain...

Explains the process of strategic management based on the existing literature and fits these concepts within the domain of local government. Develops a tentative model of the development of a strategic process for local government and reviews aspects of current practice. The desire to be more...

Redundancy, delayering and other forms of organisational change have become increasingly prevalent over the last ten years. Some of the worst-hit industries during the recent years have been the former public utilities, the financial services sector and manufacturing. This paper is based on the...

Redundancy, delayering and other forms of organizational change have become increasingly prevalent over the last ten years. This paper is based on a five year UMIST‐Institute of Management research programme which has been used to explore the impact of redundancy on UK managers’ sense of...

Redundancy, delayering, downsizing and various other forms of organisational change, often accompanied by the managerial fad of the moment, have become increasingly prevalent over the last ten years. This paper is based on the results of a four‐year University of Manchester Institute of...

Purpose – The purpose of the paper is to discuss how the so‐called “modernisation” agenda has triggered changes in the structure and management of the UK public sector. The concern of the paper is with how such changes have impacted on the labour process of lecturers in the English...