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Redefining managerial work: smart politics

Butcher, David; Clarke, Martin - In: Management Decision 41 (2003) 5, pp. 477-487

Despite the abundance of practical advice for managing contemporary organisations, managers still seem to struggle with … has been given to understanding what managers do at the expense of why they do it. Examining the importance of personal … motive is key in helping managers cope with these difficulties because it highlights the centrality of power and politics in …

Persistent link: https://www.econbiz.de/10014932391

Management Development in a Changing World

Wild, Ray - In: Management Decision 31 (1993) 5

enhance the knowledge, abilities and achievements of managers. …

Persistent link: https://www.econbiz.de/10014933567

Managerial Problem Solving

Brooks, Ian - In: Management Decision 32 (1994) 7, pp. 53-59

Illustrates how organizational culture can stifle effective problem solving and decision making. In the organization in question this had critical implications for quality, staff retention and organizational change. The myopic, non‐innovative generation of apparent solutions to major...

Persistent link: https://www.econbiz.de/10014933641

Interpreting corporate transformation through failure

Thorne, Marie L. - In: Management Decision 38 (2000) 5, pp. 305-314

Defines and evaluates transformation, and examines why transformation efforts can fail. Provides a case study, describing the context, strategy and change processes. Finally, identifies what lessons can be learned from working with failure.

Persistent link: https://www.econbiz.de/10014932177

Choose an HR star for competitive edge

Whitaker Shimko, Barbara; Swift, Marshall S. - In: Management Decision 38 (2000) 9, pp. 616-625

Because of the volatile business environment, organizations are in a state of unprecedented change, which numerous observers have called chaos. Under current, unstable, perhaps chaotic, conditions, there is a window of opportunity for human resources (HR)/change leader professionals to step up...

Persistent link: https://www.econbiz.de/10014932191

Organizational consumerism: the appropriation of packaged managerial knowledge

Carter, Chris; Crowther, David - In: Management Decision 38 (2000) 9, pp. 626-637

ideas are appropriated by client organisations. Based empirically on a series of interviews with senior managers and … that the senior managers were consuming the programmed change initiative as a means of communicating their managerial …

Persistent link: https://www.econbiz.de/10014932192

Strategic change leadership

Graetz, Fiona - In: Management Decision 38 (2000) 8, pp. 550-564

Against a backdrop of increasing globalisation, deregulation, and the rapid pace of technological innovation, the primary task of management today is the leadership of organisational change. Seeks to examine the role of leadership in managing the challenge of deliberate large‐scale change and...

Persistent link: https://www.econbiz.de/10014932209

Strategic innovation in traditional big business: case study of communications business in Japan

Kodama, Mitsuru - In: Management Decision 39 (2001) 5, pp. 338-354

This paper presents a case study of how, over the last six years a large, a traditional corporation simultaneously created new service markets and established a dominant position in the competitive information and communication technology field in Japan. The corporation accepted a new...

Persistent link: https://www.econbiz.de/10014932228

Decision making in the fragmented organisation: a utility perspective

Henderson, Joan; McAdam, Rodney - In: Management Decision 39 (2001) 6, pp. 461-469

Organisations are responding to the deeper structural changes taking place in the underlying system of commercial competition by becoming agile and fragmented. In the emergence of such network organisational structures it must be clear how each unit is performing relative to each other and...

Persistent link: https://www.econbiz.de/10014932233

Performance evaluation and control: supporting organizational change

Johnson, Phil; Cassell, Catherine; Close, Paul; … - In: Management Decision 39 (2001) 10, pp. 841-851

, have not been forthcoming because managers have failed to support those developments through the simultaneous adaptation of … developed a prototype practitioner methodology to help managers in their role as organizational designers to critically appraise …

Persistent link: https://www.econbiz.de/10014932240

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