Argues that organizations should be thought of as cultures rather than machines, and that managing is as much a social as a technical process. Suggests that effective leadership, and the successful design of appropriate organization development programmes, are dependent on executive...

Examines some of the implementation issues accompanying the introduction of a major change programme in the UK National Health Service. The data for the case were collected from more than 200 semi‐structured interviews in one NHS region. The change programme itself, called the Resource...

Aims at differentiating organizational climate from other related concepts of job satisfaction, corporate culture and leadership style. Concludes that while these latter concepts were related to the concept of organizational climate, they were not synonymous. Addresses several theoretical and...

Provides a perspective for creating a more formalized mentoring programme and for developing a culture of mentoring within an organization. Describes certain principles which are applicable to all such programmes, derived from interviews with those who have been mentors and proteges. Identifies...

Briefly examines the organizational context of the clinical director in the NHS. Utilizes theoretical contributions from cultural, symbolic, political and postmodernist perspectives and applies these to the experience of clinical directors. Discusses the importance of understanding individual...

Describes the author′s distinctive approach to facilitating empowerment in organizations and helping managers enhance their capacity to learn and respond to change more effectively. Expresses the author′s views on how the culture of organizations need to change (and the specific changes in...

Leadership needs to be seen within the organizational context of managing change (i.e. transformational leadership). The most useful approach is through the use of the vision‐commitment‐management model. Discusses both how leaders emerge in society, and how they can flourish within a...

As the tide of globalization rides high and global competition intensifies, more and more firms are resorting to strategic alliances as a means to increase competitive‐ness. Despite apparent advantages that a strategic alliance may bring, it does not compensate for weaknesses in corporate...

There is a discernible trend for organizations to be moving away from directive and authoritarian management styles, towards a more participative approach, which involves subordinates in taking more responsibility. This is linked to a move from bureaucratic role cultures to a more integrated...

Leadership is a Humpty Dumpty word which people use in widely different ways. Argues that, on examination, there appear to be three main ways in which managers may exercise leadership. Two of them are specific to the manager′s nominal position. Strategic leadership, of the head, is concerned...