Examines strategy development in public sector organizations. Models used in the private sector must be adapted to accommodate the constraints of public and legal requirements.

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...

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...

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.

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...

Presents findings of research into culture change among middle managers. Middle managers from 46 privatized organizations in the UK formed the survey group, and their attitudes towards the process of privatization and the culture change from public to private sector were recorded and discussed....

Outlines some ideas to help companies create a culture which supports middle management development. Ideas are based on research findings among privatized companies and other academic research. Presents a number of recommendations to encourage organizations to re‐evaluate the role of their...

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...

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....

Describes a training strategy created by the American Association of Retired Persons to assist staff in the relocation of its Western headquarters. Programme was designed to provide stress management workshops and to initiate a new management development programme. Considers how to influence...