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Total quality management in Sri Lankan service organizations

Yapa, Saman - In: The TQM Journal 24 (2012) 6, pp. 505-517

that there is an enthusiasm among managers in implementing TQM in their organizations. According to the respondents, 41 per … thorough understanding of TQM philosophies and techniques among the managers. Practical implications – The findings of the … managers in Sri Lanka. …

Persistent link: https://www.econbiz.de/10015032007

The impact of a mid‐season change of manager on sporting performance

González‐Gómez, Francisco; Picazo‐Tadeo, Andrés J.; … - In: Sport, Business and Management: An International Journal 1 (2011) 1, pp. 28-42

a period of at least one season, clubs frequently change managers halfway through that period. Before taking that … managers halfway through the season. Practical implications – Changing managers can be a good move when a football team is not … a situation where they must change managers halfway through. Originality/value – The foremost contribution of this paper …

Persistent link: https://www.econbiz.de/10015006728

Measuring follower confidence in top leadership direction

Kottke, Janet L.; Pelletier, Kathie L.; Agars, Mark D. - In: Leadership & Organization Development Journal 34 (2013) 4, pp. 292-307

Purpose – The purpose of this paper is to define the construct of confidence in top leadership and to develop a brief measure of that construct. Design/methodology/approach – Two studies were conducted in which 674 working adults completed measures of work‐related attitudes. In both...

Persistent link: https://www.econbiz.de/10014924600

Entrapment – Every Manager’s Nightmare

Plant, John L. - In: Management Development Review 7 (1994) 3, pp. 3-5

Suggests that one reason for the failure of many businesses during the first ten years could be due to management inflexibility. It has been discovered that escalating commitment and “blinkered vision” have been the cause of many disasters. Suggests that the use of devil′s advocacy may...

Persistent link: https://www.econbiz.de/10014936534

From Vision to Reality through Values

Kenny, Tom - In: Management Development Review 7 (1994) 3, pp. 17-20

The need for managers to develop a vision for their unit/ organization is increasingly viewed as a vital part of their …

Persistent link: https://www.econbiz.de/10014936537

Why Use the Outdoors?

Yeadon, Wendy - In: Management Development Review 7 (1994) 3, pp. 27-29

Suggests that outdoor activities should be part of a training programme as, by using practical activities which emphasize process rather than task, people consider parallel situations at work and become more motivated to change their approach to different jobs. This flexibility can be cost...

Persistent link: https://www.econbiz.de/10014936539

How to Be a Good Coach

Barry, Tom - In: Management Development Review 7 (1994) 4, pp. 24-26

employees, but also on the ability of managers to change their role accordingly in order to guide and support these individuals …

Persistent link: https://www.econbiz.de/10014936544

Management Development in East Anglia

Quayle, Michael - In: Management Development Review 7 (1994) 4, pp. 34-40

Establishes the level, range and scope of current management education, training and development (METD) activity in small and medium‐sized enterprises and identifies good practice and assesses barriers to METD including issues of provision, access and cost. Seeks to identify practical...

Persistent link: https://www.econbiz.de/10014936545

Opportunity 2000: Three Years On

King, Stephen - In: Management Development Review 7 (1994) 5, pp. 23-25

Commemorates the third anniversary of Opportunity 2000 by considering exemplars of best practice and notable progress in the light of the campaign′s objectives. Case studies on employment practices focus on the Littlewood′s Organization and Oxfordshire County Council, both of which have...

Persistent link: https://www.econbiz.de/10014936546

What Is the Latest on Leadership

King, Stephen - In: Management Development Review 7 (1994) 6, pp. 7-9

Assesses new forms of leadership in various circles of the UK and US; provides examples from various companies, e.g. Rath & Strong; lists important elements of leadership. Examines various leadership types: transformational leadership focusing on humanistic rather than authoritative qualities;...

Persistent link: https://www.econbiz.de/10014936549