Can the worst time for an organisation provide the best circumstances for management learning? One UK local authority began a management development programme 18 months before a wholescale reorganisation. This was not regarded as a rational thing to do. Explores the messiness and the politics...

The processes of management development within a change management context have mostly been informed by models which assume that individuals can be developed by planned and purposive intervention to perform effectively within a new, forecast, but essentially stable environment. Alongside such...

Given the right combination of people and pressures, change can happen, and quickly too. How a company, faced with a legal order to implement an affirmative action programme, implemented change in every unit of the company is described. With strong support from the CEO and a capable and...

A case analysis of an organisational development intervention designed to reduce the reliance of the case organisation′s management on an “administrative system”. The intervention process followed a modified action‐research model and clearly met its original change objective.

Seeks to provide understanding of the challenges facing management development in South Africa in the next decade: a desperate shortage of managerial skills; a particular need for trained Black managers to fill the opportunities that are opening up. Describes management development techniques...

Examines the use of interorganizational networking as a way for traditionally bureaucratic organizations to become more innovative. Cites examples of networking from manufacturing and the service sector to illustrate the adaptability and flexibility of this form of organization. Examines the...

Describes the author′s concept of 20/20 vision in business and the practice of “20/20 Realities” as a means of anticipating coming changes in the information economy.

Discusses a comprehensive programme for changing the role behaviour of a managerial cadre, steeped in traditional hierarchical norms, for greater effectiveness within a new organizational design. A significant component of the change programme was to educate the managers in role‐related...