Identifies four conceptual models and four practical steps to enhance responsible management of organizations. The conceptual models discussed include: a modified process model of parallel strategic planning; a model of contractual/strategic development; a model of organizational theories and...

In today′s rapidly changing and high‐pressured environment, managers need to learn to think more strategically about what they should be doing in their jobs. Shows how managers can take a strategic view of their work by first recognizing the flexibility and freedom in the job and then the...

Describes a simulation that provides an alternative method for teaching managers about the organizational renewal process and about the skills which are necessary to effect change in organizations. The simulation is based on theories about change, diffusion of innovations, and power and...

Reports the results of a survey of UK lecturers involved in teaching strategic management to postgraduate and post‐experience students. Identifies the lecturer’s objectives in using case studies and evaluates the effectiveness of the case method in achieving those objectives. Finds that the...

There has been a dramatic increase in interest in the learning organization. However there is confusion, among writers on the subject, about what a learning organization is and about how organizational learning occurs. Critiques some of the best known contributions to the field and argues that...

Computer‐based enterprise simulation is increasingly being used as a pedagogical tool in educational courses and training programs. However, the learning benefits from this activity have not been fully understood. In this study, we focus on the participant’s ability to translate a...

We have analysed the human resources management system in Japanese automobile companies, Toyota and Nissan, in their overseas production plants in the UK and have tried to analyse differences if any between their original human resources management system in Japan and in their foreign...

When a company (through failure to perform) seeks to shift towards adopting a strategic management philosophy then the role and significance of management development also change. An opportunity for the integration of management development into the overall process of management and hence the...

Management of change and uncertainty requires that increasingly sophisticated and highly differentiated specialised knowledge be brought to bear on organisational problems and that their specialised viewpoints be integrated into effective solutions to these problems. Integrative learning...

Thinking and acting strategically have been identified as essential skills for managing organisations in the twenty‐first century. The rapid rate of technological change, the increasingly complex nature of organisations, and the greater number of environmental uncertainties are some of the...