Suggests that TQM has much to offer public services provided that the organization is considered as a whole. Discusses five points which need to be considered if the ideas of industry are to be adopted successfully: customers and goals; organizational structure; culture; resources and earnings;...

Examines the way in which companies plan for the future and argues that current strategic planning and re‐engineering approaches alone will not enable organizations to compete in the future. Advocates the idea of all stakeholders pooling knowledge and resources to build up a “rich picture”...

When your core competences can be quickly replicated by copycat corporations, what competitive advantage have you got left? Explains that it is probably the knowledge of key managers, their ability to access and assess information, and their ability to innovate and think creatively.

It is estimated that by the year 2000, 40 per cent of all the UK workforce will require first degree level of education as a minimum. Examines the role of Corporate Community Involvement (CCI), a strategic management tool, and highlights several case examples.

Human resources development in the 1990s faces both a challenge and an opportunity: how does it become a key player in helping to implement business strategy? Motorola and 3M have been successful in developing senior management skills and talent in ways which closely support overall business...

Participation, teamwork, innovation, risk‐taking and empowerment. We all know the buzz words. But how do we bring the concepts successfully to fruition? Provides some important clues.

Questions the existence of traditionally‐structured organizations. Discusses important factors in successful organizations in a turbulent environment. Covers topics such as new challenges, new skills and virtual organizations.

Line managers are very important cogs in the managerial wheel. Discusses the Ashridge Developing Managerial Skills programme and examines line managers′ attitudes to themselves and their work objectives plus their needs and objectives. Shows the value of a learning needs audit in aiding line...

At one time or another, every successful executive has observed or been part of a group that was dedicated to solving an impossible problem or defeating an unbeatable foe. Such groups are usually vital, absorbing, full of debate and laughter ‐ and very hard work. They are almost never...

Like so much else at transport‐equipment and electrical giant ABB, management development is based on achieving a distinctive balance between national and international competencies. Highlights how the company seeks to provide a role model for today’s multinationals.