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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
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Determinants of organisational creativity: a literature review
Andriopoulos, Constantine - In: Management Decision 39 (2001) 10, pp. 834-841
creativity, and perceive the development of conditions that encourage creativity within their working environment as a long … must start at the level of the individual, individual creativity in itself is not enough. A vital, often ignored component … of creativity is the creativity that occurs at the organisational level. This paper reviews writings in an attempt to …
Persistent link: https://www.econbiz.de/10014932239
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Enhancing creative thinking within organisations
McFadzean, Elspeth - In: Management Decision 36 (1998) 5, pp. 309-315
competitive advantage. This article describes how an organisation can enhance its creativity by developing a creative culture … within the company. In addition, the paper discusses group creative problem solving. A creativity continuum is presented …
Persistent link: https://www.econbiz.de/10014933907
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Innovate or liquidate ‐ are all organisations convinced? A two‐phased study into the innovation process
Zhuang, Lee; Williamson, David; Carter, Mike - In: Management Decision 37 (1999) 1, pp. 57-71
dismiss the value of creativity training programmes conducted in their organisations, raising serious concerns over the …
Persistent link: https://www.econbiz.de/10014933958
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Management Development: The ICL Experience
Mayo, Andrew - In: Management Decision 29 (1991) 2
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,...
Persistent link: https://www.econbiz.de/10014933453
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A Note on Corporate Culture
Glaser, Stan - In: Management Decision 29 (1991) 2
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...
Persistent link: https://www.econbiz.de/10014933473
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Culture Surveys
Sleezer, Catherine M.; Swanson, Richard A. - In: Management Decision 30 (1992) 2
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...
Persistent link: https://www.econbiz.de/10014933497
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Managing in the Age of Discontinuity
Bundett, John O. - In: Management Decision 31 (1993) 1
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...
Persistent link: https://www.econbiz.de/10014933543
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Corporate Change Programmes: A False Panacea?
Nicoll, David - In: Management Decision 31 (1993) 5
Argues that groups within the organization play a significant role in enabling it to face a hostile environment. Describes how groups translate their culture into work patterns and argues that this is an important factor in any change programme. Questions the motives and effectiveness of culture...
Persistent link: https://www.econbiz.de/10014933566
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Business Process Re‐engineering
Lance Revenaugh, D. - In: Management Decision 32 (1994) 7, pp. 16-27
Implementation is the challenge that comes at the end of all new (and old) methods for improving organizations. Strategic planning, total quality management, new information systems technologies, and now business process re‐engineering(BPR) are some of the concepts that are being advocated to...
Persistent link: https://www.econbiz.de/10014933638