Discusses changes in management practice and its educational base in Central and Eastern Europe as moves are made from the centrally planned economy to a market one. The business school system is seen as an attractive pattern to follow in Hungarian business and management education at university...

Describes the role of an executive education programme in fostering change in traditionally passive business functions. The objective is to move the function from its traditional stance to that of a strategically‐oriented contributor to the competitive advantage of the firm. To be successful,...

Describes a simulation that provides an alternative method for teaching managers about the organizational renewal process and about the skills which are necessary to effect change in organizations. The simulation is based on theories about change, diffusion of innovations, and power and...

The ability to make quantum leaps in changing organizations is becoming a survival need for both managers and their organizations. Managers are needed who can build networks to funnel diverse views upward from the lower levels where the need for change is often first detected. Describes how a...

Fundamental changes in the business environment dramatically accentuate the importance of corporate learning. Learning as a competive advantage requires organizations to adopt a new view of education for general management. The new paradigm focuses on anticipatory learning rather than...

The UK′s Teaching Company Scheme, established in 1975, has been responsible for setting up almost 1,000 collaborative projects between academics and businesses, all with the primary aim of effecting organizational change. The interest which the scheme has aroused has usually centred on its...

Team building is a common thread throughout most organizational change and management development activities. As teams are built, they should evolve through three stages of learning: (1) crisis problem solving, (2) productivity improvement to the current situation, and (3) anticipatory learning....

Suggests that the need to cope with rapid change and global competition has revolutionized the practice of management within most major corporations. Reports on a ten‐year study of global trends in the field, which shows how practices in executive development have evolved to keep pace with...

The development of human capital is critical for firms to gain competitive advantage. However, short‐term, risk‐averse managerial behaviour often produces lower investments in the development of human capital. Short‐term risk‐averse managerial behaviour is often the result of managerial...

Examines the changes facing middle managers as organizations move to leaner, empowered organization focused on delivering service to customers. The model of the inverted triangle leaves middle managers still in the middle, but now confused as to their new role – their world is literally...