Reintroduces the concept of an integration phase in an organization′s social system to bring together its economic and technical sub‐systems, and to synthesize individual and organizational eeds. Details the basic principles and values inherent in such a phase, relates it to business‐led...

Discusses the new managerial model of the 1970s and 1980s which emphasizes flatter, flexible, less bureaucratic organizations, with increased employee awareness through training and development, and suggests that actual research reveals frustration and opposition to these ideas from trainees and...

How does a company, which is undergoing radical change, integrate new businesses and bond its style and culture? After 21 years of rapid expansion and technological innovation, a leading software giant wanted to address the needs of leadership in the shape‐shifting terrain of global growth....

In the current economic climate, companies are increasingly realizing that their management style has to change. “Downsizing” has resulted in less opportunities for promotion and managers must be able to motivate their staff and enable them to develop in their jobs. The existing management...

Based on considerable experience, looks at the relationship between change and power, the role of change structures, and examines the importance of change signals, symbols and culture including “culture generators”; suggests that there are only four basic questions which need to be examined,...

Considers a background to quality and the reasons why total quality management programmes tend not to produce the results normally expected of them. This is essentially due to the impact on the organization and its goals of unconscious predispositions of individuals and groups to maintain the...

The government has challenged public sector organizations to demonstrate that they can provide the best service in terms of cost and quality. The Achieving Management Potential (AMP) programme is an important part of the Inland Revenue′s response to that challenge. In 1991 the IR drew up an...

Describes how environmental training is increasingly being recognized as a crucial element of any corporate, environmental strategy. In turn, corporate strategies will be an essential component to the achievement of sustainable development. But how do companies respond to the need to change the...

Examines the response of a utilities company (UtilityCo) to the commercial pressures associated with privatisation and a requirement for it to genuinely change employee expectations about the future ways in which the company would need to operate. It describes a cultural change programme centred...

Today it is more important than ever to get a “pay‐off” from management training and development in terms of improved organisational performance. An initiative in W.H. Smith is described which focuses on helping managers improve performance and learn in so doing. The key issues facing...