Today, global competition and rapid market developments preoccupy top management. They have less time for internal issues. If not checked, this preoccupation with the external world will leave top management in the same position as the military commander who may have a brilliant battle plan but...

Perhaps the single most powerful competitive edge any company can have over the next decade is – providing superlative service. As technology progresses at a rapid pace and the benefits of any organization or product bear remarkable similarity to a competitor′s, the one sustainable,...

Focuses on a methodology by which executive development needs can be identified. Stresses executive development as being distinctly different from management training in that executive development addresses more visionary and abstract elements, whereas management training tends to focus on...

Based on considerable experience, looks at the relationship between change and power, the role of change structures, and examines the importance of change signals, symbols and culture including “culture generators”; suggests that there are only four basic questions which need to be examined,...

Considers a background to quality and the reasons why total quality management programmes tend not to produce the results normally expected of them. This is essentially due to the impact on the organization and its goals of unconscious predispositions of individuals and groups to maintain the...

Business and management ethics have assumed a high profile in recent years. This has sometimes provoked a sceptical, even cynical, reaction from those who express doubt concerning the feasibility or relevance of teaching the subject. Addresses some common misconceptions and offers clarification....

The government has challenged public sector organizations to demonstrate that they can provide the best service in 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...

Examines an approach to the development of managers which leads to a real understanding of finance. Uses a case study of a medium‐sized software company to illustrate that financial training should be part of a larger culture and process change thrust. This is likely to involve employee...

Looks back at developments in the European business environment over the last ten years. Details some of the rapid changes, e.g. in use of electronic information systems. Also describes the introduction of advanced groupware systems and the differences in application across ational boundaries....

Suggests that, in the current business environment, job security is not possible, nor is it desirable, since it limits opportunities. Outlines a framework for training and development which, on the one hand, maximizes the contribution employees can make to the company and, on the other, enables...