Considers the challenge faced by management at the Blackley Manufacturing site of BICC Cables when, in 1992, a multi‐faceted change programme was planned to surmount the growing threats to the plant′s survival. Analyses the process of implementing the change programme under a tight schedule...

Investors in People (IIP) is a major governmental initiative aimed at local economic regeneration on a considerable scale and with huge financial backing. Examines the potential long‐term benefits to be gained by organizations achieving the IIP standard, and advises on the creation of a...

Examines attitude changes occurring in companies since the mid‐1980s through job disruptions and redundancies, and suggests leaders do not realize that companies are not running as efficiently as they should. Wilson Learning has studied group emphasis since 1985 and suggests that creating a...

Considers the failure of industrial management techniques to overcome resistance to change which exists in organizations. Recounts the ideas behind David Hall′s new management technique (model management) which could possible overcome “the shadow side” of company activities. Lists the...

Investigates negative employee attitudes through the experiences of the Hawkins Partnership which specializes in providing effective communication in businesses. Lists and exemplifies negative attitudes common in many organizations and illustrates the process necessary to help an organization...

Office automation has failed to improve productivity and job satisfaction of white‐collar workers according to the Institute for Business Technology (IBT). Reports IBT survey findings of office inefficiencies and suggests changing habits is possible through a Personal Efficiency Programme...

To be competitive in the future, companies will need to achieve three times the productivity with only one third of the number of people. Organizations must appreciate the increases in profit and productivity that can accrue from selecting and recruiting talented performers. The system of...

Reviews the relatively slow change in attitudes about the characteristics required in management, and explores gender differences in management style. Reports on research to investigate how both “typical” and “good” managers are perceived in terms of characteristics related to...

Claims that decades of management development have changed little in the way in which organizations function. Aims to show that the fundamental thinking underpinning such activity is flawed in two key ways. First it has failed to challenge the basic premiss, which is of western business command...

Presents a competency framework developed by London Borough of Croydon for the council′s employees, in an attempt to develop management skills and improve service quality. Describes the implementation of the framework and the positive use of appraisal as a development activity leading to...