Examines training needs associated with statistical process control (SPC), focusing on changes in organizational structure resulting from the implementation of SPC and associated changes in the knowledge and skills demanded of employees. Preliminary data indicate that SPC creates a change in...

Leaders and managers often are asked to take positions on various issues that reflect the needs or particular agendas of various individuals or groups with whom they interact directly. Supervisors and subordinates, however, may have differing perspectives on and differing expectations of the...

This paper focuses on developing an integrative view of leadership and organisational learning in the context of dynamic and non‐linear organisational complexity. The outcome of this development is a new conceptualisation termed “learnership”. The concept and process of “learnership”...

This study examines the relationship between emotional intelligence (EQ) and transformational leadership in the context of a UK‐based retailing organisation and examines whether a relationship exists between store manager performance and EQ profiles. It identifies a discrepancy between the...

A new approach to understanding managerial careers is described in which the organisation is seen as a kind of climbing frame or “jungle gym” over which managers scramble to make their careers. Different kinds of organisations have differently shaped frames depending on their structures and...

Chief executive officers of organisations are the major managers of corporate culture. CEOs must be able to influence culture through such explicit means as policy statements and slogans as well as through more subtle, implicit means such as rites, ceremonies, and symbols. A cultural network...

Argues that covert activity determines the durability of the manager. Applying systems theory, dissects both organizations and managers to determine what makes them effective over time. Paralleling knowledge of organizational success with managerial success, uncovers similarities which have...

Outlines three metaphors which can be used to help understand the strategy process. These are “the jigsaw puzzle”, “the ice skater” and “the jazz band”. The suggestion is that the first two suffer from a number of limitations which the third attempts to address. The “jazz band”...

Reviews and discusses some major issues and controversies of the early 1990s. Focuses on issues pertaining to organizational restructuring and design in the face of emerging contemporary forces and examines corporate responses to those forces. Examines, in particular, the problem of choice of...