Purpose This paper aims to investigate whether values enactment could be increased through frame-of-reference (FOR) training configured around values prototyping and behavioural domain training for managers within an Australian public sector organisation. Design/methodology/approach Employees...

Purpose – Given previous findings that employee satisfaction contributes to firm performance and sustainability, this study examined the relationships between 23 leadership/management practices on employee satisfaction. It identified specific practices with significant effects on employee...

Purpose This paper aims to deliberate on how corporate social responsibility (CSR) ought to be reconceived for better educational outcomes. It suggests that there are win-win opportunities for corporations and national governments to nurture human capital and address any skill gaps and...

Purpose – Companies’ corporate social responsibility (CSR) activities tend to be regarded with suspicion: Taking managerial decision about engaging in CSR or communicating, this decision does not constitute the actual execution of this decision itself. A gulf can exist between deciding,...

The authors describe the use of an action research approach in designing a management development scheme which successfully commands the support of line management. The client was a large company, which had previously operated management development on an ad hoc basis, but had come to see a more...

To practically help managers improve both their own performance and that of the organisational unit, a “Back to Basics” formula is useful hinging on training responsibility, individual and unit motivation, and clarification of both management and unit roles. The author's experience of a...

The central idea of action learning — that for any organism to survive its rate of learning must be equal to or greater than the rate of change in its environment — has stood the test of time, and is used as a reason for selecting and launching action learning processes by management. Little...

The traditional approach to management development — based on identification of talent and a planned career structure — will have to adjust to shrinking job and promotion opportunities. But organisations still need to plan for management succession. Four approaches are suggested, including...

The development of a measure of corporate culture is reviewed. A three factor model focused on how managers motivate performance emerged from repeated factorings. Scores are reported for seven organisations. Both frontal assaults and flanking manoeuvres for shaping effective work cultures are...

A life insurance firm undertakes a major programme to integrate management development with organisational development as a change strategy to impact on all levels of employees. The underlying objectives — improved planning, team effectiveness, resource utilisation, open communication — lead...