Narrow search
Showing 1 - 10 of 464
Cover Image
Moving a business forward through team learning
McKenna, Stephen D. - In: Journal of Managerial Psychology 10 (1995) 1, pp. 28-36
Investigates why team learning is important in driving a business forward by outlining work with a top team in a manufacturing plant of a telecommunications company. Outlines the issues confronted by the managers and identifies a range of relationship issues which relate to structural and...
Persistent link: https://www.econbiz.de/10014888376
Cover Image
Shapes of organizational change: the case of Heineken Inc.
Beugelsdijk, Sjoerd; Slangen, Arjen; van Herpen, Marco - In: Journal of Organizational Change Management 15 (2002) 3, pp. 311-326
and the different levels of management that interact in these change processes are also discussed. This leads to the …
Persistent link: https://www.econbiz.de/10014890848
Cover Image
“Negative capability”: managing the confusing uncertainties of change
French, Robert - In: Journal of Organizational Change Management 14 (2001) 5, pp. 480-492
Explores how psychoanalytic thinking can contribute to the management of the conflicting emotions stimulated by change …. Suggests that successful change management depends on a combination of “positive” and “negative” capabilities. The positive … capabilities involve the management of the substantive content of any change initiative, the change process itself, and the roles …
Persistent link: https://www.econbiz.de/10014891683
Cover Image
Changes in museum management
Gilmore, Audrey; Rentschler, Ruth - In: Journal of Management Development 21 (2002) 10, pp. 745-760
purpose and priorities of museums has impacted upon the nature of museum management. The recognition of new roles for museum … similar cultural history. The paper considers the different management styles for museum directors and how these different …
Persistent link: https://www.econbiz.de/10014882242
Cover Image
Modified assessment center approach facilitates organizational change
Lehman, Michael S.; Hudson, Jerry R.; Appley, George W.; … - In: Journal of Management Development 30 (2011) 9, pp. 893-913
organic growth, new layers of management and labor may be created as a reactionary, rather than a planned activity. This often …
Persistent link: https://www.econbiz.de/10014882810
Cover Image
Recent Financial and Administrative Changes in GP Practices in the UK: Initial Experiences and Effects
Laughlin, Richard; Broadbent, Jane; Willig‐Atherton, … - In: Accounting, Auditing & Accountability Journal 7 (1994) 3, pp. 96-124
General Medical Practitioners (GPs) and their practices have been subject to a wide range of mandatory financial and administrative changes in the last few years. Explores the nature of these changes as well as providing insights into the way these demands have been managed, drawing its...
Persistent link: https://www.econbiz.de/10014641520
Cover Image
Stop the Organization – I Want to Change It! Part 1
Grubb, Irene M.; Silvestro, Norrie W.; Ward, David F. - In: Industrial and Commercial Training 26 (1994) 1, pp. 23-27
The first of two articles, discusses the problems of seeking to introduce organizational development interventions into a major Health Service organization. In particular, the paradox is that the leaders of major change issues are themselves caught up in the instability that the interventions...
Persistent link: https://www.econbiz.de/10014755793
Cover Image
Inland Revenue
Greive, Iain - In: Industrial and Commercial Training 26 (1994) 4, pp. 11-14
terms of cost and quality. The Achieving Management Potential (AMP) programme is an important part of the Inland Revenue …′s response to that challenge. In 1991 the IR drew up an action plan highlighting the need for management to develop skills that …
Persistent link: https://www.econbiz.de/10014755797
Cover Image
Organizing for continuous improvement: an examination
Cook, E.; Dale, B.G. - In: The TQM Magazine 7 (1995) 1, pp. 7-13
the existing management structure. The improvement structure becomes less important when people in all functions take …
Persistent link: https://www.econbiz.de/10015033390
Cover Image
Leveraging re‐engineering through TQM
Wright, Brett M. - In: The TQM Magazine 7 (1995) 3, pp. 50-53
Describes a case study which leveraged a business process re‐engineering effort through a traditional TQM strategy. Discusses the interrelationship between TQM and business process re‐engineering and questions whether they are so different or simply variations on the same theme of improving...
Persistent link: https://www.econbiz.de/10015033420