The significance of corporate culture for the practising manager is highlighted, with emphasis on the hidden nature of culture and the importance of growing awareness of it so that its hidden forces can be managed. Having defined corporate culture, the types that may exist and the question of...

Change is Big Business: The Problem is Doing it Well. Change is nothing new to any organised society. From ancient times to today, individuals, groups and nations have had to cope with numerous changes. Changes of political, military and social leaders; changes of national and of local politics;...

A study of US female chief executive officers (CEOs) identifies the women as more creative, better qualified, and appointed to the role of CEO at a younger age. Although female CEOs identify the importance of motivation, personal drive and people skills as key reasons for success, they equally...

The personalities, style and job demands of top ranking police officers have never before been seriously analysed. Here, by using a management development survey, key personality characteristics and the management and interpersonal styles of top ranking officers are identified. The views of...

Of general managers in the UK, 74 per cent identify poor relations at board level which seriously impair discussion concerning the future of the organization, thereby leaving the business vulnerable to business and market turbulence.

In a lecture given in 1981 by Professor Lyman Porter examining the successful and unsuccessful promotion bids by management executives, he stated that:

A good starting point for management development staff is to interview company “high flyers” to establish their views. Research carried out among 711 American client executives (CEOs) to discover their perceptions of management development shows that managers with a high need for achievement...

This article examines the development of social services and studies the structural properties of nine departments. The research was undertaken in two stages:

With ever greater needs to account for the demands and desires of multiple stakeholders, it is proposed that governance considerations need, as much, to apply to the application of IS/IT challenges as to the whole corporation. The arguments for greater governance attention in the IS/IT arena are...

Presents a study of correlates of divergent vision within, and sensitivity to internal issues by, top management teams across an eight‐country sample of 2,514 top managers. The outcome reveals their importance as well as remarkable similarities. Findings relate, among others, to organizational...