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Leadership challenge at Sage
Douglas, M. - In: Industrial and Commercial Training 34 (2002) 3, pp. 116-119
leadership in the shape‐shifting terrain of global growth. Crucial to bonding together the highly prized family values and … culture within a global operation; company managers needed leadership tools for the fresh challenges. Highlights the … leadership initiative that has helped the company to manage rapid change and provide the skills and tools that would support …
Persistent link: https://www.econbiz.de/10014755014
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The Excellent Leader
Wynne, Bernard - In: Industrial and Commercial Training 21 (1989) 3
altered circumstances are described. Four aspects of excellence – caring for customers, innovation, people and leadership …
Persistent link: https://www.econbiz.de/10014755677
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THE MANAGER AS COACH
Barry, Tom - In: Industrial and Commercial Training 24 (1992) 2
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...
Persistent link: https://www.econbiz.de/10014755738
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IMPROVING OUR ABILITY TO MANAGE CHANGE
Guptara, Prabhu S. - In: Industrial and Commercial Training 25 (1993) 4
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,...
Persistent link: https://www.econbiz.de/10014755770
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THE QUALITY OF QUALITY
Mosely, Marie J. - In: Industrial and Commercial Training 25 (1993) 10
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...
Persistent link: https://www.econbiz.de/10014755785
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Inland Revenue
Greive, Iain - In: Industrial and Commercial Training 26 (1994) 4, pp. 11-14
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...
Persistent link: https://www.econbiz.de/10014755797
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Environmental training: emerging products
Beard, Colin - In: Industrial and Commercial Training 28 (1996) 5, pp. 18-23
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...
Persistent link: https://www.econbiz.de/10014755874
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Lessons from a major cultural change workshop programme
Richert, Andrew - In: Industrial and Commercial Training 31 (1999) 7, pp. 267-271
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...
Persistent link: https://www.econbiz.de/10014755981
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W.H. SMITH DEVELOPS A NEW APPROACH TO DEVELOPING SENIOR MANAGERS
Nixon, Bruce; Pitts, Grahame - In: Industrial and Commercial Training 23 (1991) 6
, and the key part that a more supportive and empowering leadership has to play, are discussed. It is shown how the authors … developed a programme to address these issues, help managers change their leadership behaviour and start to change the culture …
Persistent link: https://www.econbiz.de/10014757124
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MAKING A DIFFERENCE – INTEGRATION CONSCIOUSNESS
Leary, Malcolm - In: Industrial and Commercial Training 24 (1992) 1
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...
Persistent link: https://www.econbiz.de/10014757139