Human resource management’s challenge is to improve the balance among three competing quality targets: equity, flexibility and alignment. Management of these targets has improved through four historical periods: the pre‐industrial, paternalist, bureaucratic and high performance. There always...

Researchers have begun to study the relationships between human resources management practices and Biblical personalities′ organisational characteristics such as competitive strategy, analysis and technology. Joseph′s strategic planning skills and good analytic work in stating the result of...

Draws together a number of themes from mainstream strategy literature and synthesizes them into a new model of the comprehensively competent organization. Argues that it is a key role of the strategic leader to ensure that his/her organization possesses a wide range of generic competences (to an...

Much has been written about the impact of the millennium. The plain fact is that much of what will happen in the early part of the next millennium is already happening. This is not to underestimate the effects of such change. Perhaps chief among all of the major forces for change which will...

The symbolism of words, statements, actions and design, and their meanings as perceived by their recipients, should really be managed rather than left to chance. The author states that it should be in the brief of the personnel manager to do this. Some words in everyday management currency, such...

By subjugating the judgement of its managers to systems, or to the ego of a Messianic MD, modern organizations squeeze out the very human qualities for which they are paying. Argues for greater emphasis on value management, with top people demonstrating the ethics which they espouse. Gives...

Presents the story of a managing director and his team adopting management development as a positive contributor to a massive and urgent change of strategy within a company. Examines the way that total cultural change within the company was achieved. Focuses particularly on those processes,...

Cultures can be said to be an ostensive concept, reflected by visible manifestations rather than abstract definitions. Organisation cultures are underpinned not only by imposed procedures and structures, leadership example and environmental considerations, but by social and economic ideologies...

Explains the advantages of using a culture survey as part of an organization′s change effort and examines the use of culture surveys in information gathering and communication. Culture surveys, used properly, become invaluable in guiding change. Used improperly, however, they can be...

Builds on work within The Lawson Mardon Group – one of the world′s largest packaging firms. Reviews, in particular, discontinuous change and the relationship between responsiveness and organizational learning – the latter expressed as a model identifies different organizational development...