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Peters, John - In: Management Decision 30 (1992) 8

Organizations take strategic direction decisions in four key areas: culture, policy, strategic plans and in the way …

Persistent link: https://www.econbiz.de/10014933534

Bundett, John O. - In: Management Decision 31 (1993) 1

Builds on work within The Lawson Mardon Group – one of the world′s largest packaging firms. Reviews, in particular, discontinuous change and the relationship between responsiveness and organizational learning – the latter expressed as a model identifies different organizational development...

Persistent link: https://www.econbiz.de/10014933543

Corporate Change Programmes: A False Panacea?

Nicoll, David - In: Management Decision 31 (1993) 5

. Describes how groups translate their culture into work patterns and argues that this is an important factor in any change … programme. Questions the motives and effectiveness of culture change programmes. Questions the use of corporate structural …

Persistent link: https://www.econbiz.de/10014933566

Corporate Value Statements and Employee Communications

Nicoll, David C. - In: Management Decision 31 (1993) 8

Presents a case study which illustrates the use of employee communications in implementing corporate culture change, by …

Persistent link: https://www.econbiz.de/10014933587

Sudden Lost Meaning: A Catastrophe?

Karathanos, Patricia; Diane Pettypool, M.; Troutt, Marvin D. - In: Management Decision 32 (1994) 1, pp. 15-19

′s culture appear suddenly to cease to identify with the meanings and values to which they once strongly ascribed. Discovers two …

Persistent link: https://www.econbiz.de/10014933596

Acknowledge and Use Your Grapevine

Cathmoir Nicoll, David - In: Management Decision 32 (1994) 6, pp. 25-30

electronic communications. Concludes that it can enhance corporate culture and increases allegiance to corporate goals. …

Persistent link: https://www.econbiz.de/10014933626

Business Process Re‐engineering

Lance Revenaugh, D. - In: Management Decision 32 (1994) 7, pp. 16-27

organizational analysis, the information technology strategic grid and the corporate tribes culture model, to provide some insight … into the difficulty of implementing BPR successfully. Potential impact of each culture type are specifically analysed …. Integrates the combined impact of culture and strategic relevance into a practical framework to guide managers in planning for …

Persistent link: https://www.econbiz.de/10014933638

Managerial Problem Solving

Brooks, Ian - In: Management Decision 32 (1994) 7, pp. 53-59

Illustrates how organizational culture can stifle effective problem solving and decision making. In the organization in … organizational culture and the mechanisms of influence it exerted over the problem‐solving process. The research utilized a … qualitative methodology well suited to investigating organizational culture and was based in a civil service agency. Suggests an …

Persistent link: https://www.econbiz.de/10014933641

A Human Resource Philosophy

Kilcourse, Tom - In: Management Decision 32 (1994) 9, pp. 37-42

By subjugating the judgement of its managers to systems, or to the ego of a Messianic MD, modern organizations squeeze out the very human qualities for which they are paying. Argues for greater emphasis on value management, with top people demonstrating the ethics which they espouse. Gives...

Persistent link: https://www.econbiz.de/10014933653

International culture and management

Morden, Tony - In: Management Decision 33 (1995) 2, pp. 16-21

developing body of experience and knowledge about international culture and management is that cultural interpretation and …

Persistent link: https://www.econbiz.de/10014933665