Explores issues arising from an evaluation of a qualification based management development programme run in partnership between Bristol Business School and Chep UK Ltd. Finds the outcomes of the research were important in three ways. First, in providing a greater understanding of stakeholder...

Business process re‐engineering (BPR) is the latest addition to the armoury of management techniques available. BPR purports to produce quantum improvements in performance by radically redesigning organizational processes. There is, however, some confusion as to what exactly constitutes BPR...

Discusses the relationship between stress and performance. Provides a human function curve of related symptoms. Explains the most common stressors including change. Offers advice on looking after yourself physically and emotionally. Concludes that with well‐thought‐out and planned commitment...

Aims to provide a theoretical basis for, and overview of, self‐evaluation as a beneficial practice. Discusses six issues: (1) types of entrepreneurial organizations and metaphors which may be used to think about them; (2) how self‐evaluation is usefully seen as a learning process; (3) common...

Maintains that the world of financial services is, perhaps, one of the sectors most radically affected by contemporary economic factors. Describes how a self‐development programme was introduced to one financial services institution in the wake of organizational turbulence initiated by...

Interest in spirituality in business has been growing recently. This paper tries to explain such growth of interest through the application of Maslow’s hierarchy of needs to the social level. As the industrial revolution evolved, economic prosperity and stability spread to a majority of people...

Presents answers to the question: how does the development of self‐awareness of managers contribute to organizational success in commercial terms? The question originated from a discussion by a group of management developers about the relationships between personal development and effective...

Three consultants in ICL′s corporate HRD unit speak from their experience of self‐managed learning. They ask “Can self‐development provide people with sufficient confidence in their own future to engender a positive attitude to corporate change?” Three key points are illustrated with...

Outlines some of the questions raised during the course of a qualitative research inquiry into the personal consequences of organisational change for directors who are “drivers” of such change. Links these questions to more general issues and trends in the organisation of work (Handy) and...

Uses personal construct psychology and ideas about personal mythology to explore the significance of our choice of occupation, and the impact of organizational change on our core beliefs and values. Argues for a more sensitive, informed and complex response to resistance to change, and an...