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Coulson‐Thomas, Colin J. - In: Executive Development 5 (1992) 1

vision needs to be communicated and shared. This requires top management commitment, persistence and communication skills …. Managers are deficient in communication skills and need to be better equipped to cope with change. What is needed are new … attitudes towards, and approaches to, communication in organizations. …

Persistent link: https://www.econbiz.de/10014719690

Organizational Change through Team Development at BICC

Preston, Bob; Holt, Paul - In: Executive Development 5 (1992) 3

A programme of introducing teamworking into the business was undertaken at BICC Cables, a leading cable manufacturer. Teamworking allowed managers to combine their efforts in dealing with business strategy and organizational change, and to implement changes in a spirit of common purpose and...

Persistent link: https://www.econbiz.de/10014719705

Effective Teamworking

Bradley, Myrt - In: Executive Development 7 (1994) 1, pp. 8-11

To survive the 1990s, senior managers need to develop and maintain a culture of team working. This will prove to be the single most dynamic force which will equip organizations to adapt to the new realities of the business world. Careful planning must take place, if managers are to maximize the...

Persistent link: https://www.econbiz.de/10014719755

From Chaos to Complexity

Lewis, Ralph - In: Executive Development 7 (1994) 4, pp. 16-17

Complexity theory is a new science that builds on chaos. Its implications for organizations are many – specifically in understanding change. Leaders need to keep their organizations in the complexity zone where learning takes place, rather than stability or chaos. The basic “rules” that...

Persistent link: https://www.econbiz.de/10014719780

Empowerment: Management Dilemma, Leadership Challenge

Lowe, Phil - In: Executive Development 7 (1994) 6, pp. 23-24

There is a clear gap between the theory of empowerment and its practical application. Drawing on research by Harbridge Consulting Group, examines the problems inherent in implementing an empowerment initiative, considering especially the demands made on managers. Individual managers are seeing...

Persistent link: https://www.econbiz.de/10014719792

How to Build Self‐directed Teams

Wellins, Richard S.; Sykes, Peter - In: Executive Development 7 (1994) 6, pp. 25-28

Organizations are facing stiff competition in the ever‐changing global market‐place and are sure to face increasing battles in the future. To position themselves for success in the coming decade, many organizations are making the transition to an empowered workforce. In an empowering...

Persistent link: https://www.econbiz.de/10014719793

A Client’s Perception of Business Education

Barrett, Nigel - In: Executive Development 7 (1994) 5, pp. 16-17

Outlines the requirements of a business school. Business schools should be centres of excellence with high‐quality faculty. Learning styles of individuals should be considered and programmes modularized. The fundamental issue is relationship management between the client and supplier.

Persistent link: https://www.econbiz.de/10014719798

Challenges and opportunities of teaching management in a post‐socialist society

Marcic, Dorothy - In: Executive Development 8 (1995) 5, pp. 26-31

Post‐socialist countries have more challenges in the change process than merely creating a market economy. Communism eroded the work ethic, created organizations where employees considered it their right to steal from the company, management as a profession was never understood, and party...

Persistent link: https://www.econbiz.de/10014719828

Management development in the retail sector

Canning, Roy - In: Executive Development 2 (1989) 1

Describes a management development programme involving a major UK retail company in 1985. Reports on the aims of the development programme. Examines the main elements of the programme, which comprised six three day workshops, preparatory work, short external courses, individual tutorials and an...

Persistent link: https://www.econbiz.de/10014719857

Developmental Management: An interview with Ronnie Lessem

Bickerstaffe, George - In: Executive Development 3 (1990) 4

Defines “developmental management” as based on individuality, attunement and alignment rather than on planning, co‐ordination and control. Discusses the “soft edge” of the organisation as opposed to the hierarchical and paternalistic side and compares European with Japanese styles....

Persistent link: https://www.econbiz.de/10014719896