Examines and compares the values and behaviour of senior managers in technical education in the UK and Egypt. Uses the values survey module questionnaire designed by Hofstede on matched samples of principals, vice‐principals and heads of department from the UK and Egypt. Details the results...

Observes that a recent focus of organization behaviour and management theory has been on desirable, yet informal organization behaviours. Explains that this behaviour is called organization citizenship, or the “good soldier syndrome” and, although the definition of organization citizenship...

Management literature describes the “revolution” in business performance measurement which encourages the use of “soft” employee‐related measures, such as employee satisfaction, morale and commitment. Cultural issues have been identified as common stumbling blocks to progress in...

Reports that intense global competition and sophisticated customer demands are requiring speed and flexibility, seamlessness and transparency of response to the marketplace, and, to be effective in this environment, there is a need for creating a challenge to employees to use their capabilities...

Argues that changes in education policy over the last decade‐and‐a‐half have moved some of the most traditionalist organizations in the UK, the “old” universities into a totally alien environment. The numbers of universities has nearly doubled, competition is encouraged through...

Explores the successful role of leadership in initiating and sustaining a major process of change. The findings build on the work of others who have so ably demonstrated the influence of powerful leaders. Research is based on qualitative data from an ethnographic study which immersed itself in...

Compares two pre‐existing methodologies for accessing culture ‐ repertory grids and focused group discussions ‐ with a modified version of the twenty statements test (TST), a method originally developed to measure self‐concept. Makes the comparison on the basis of three criteria: the...

Examines the fundamental issues and dynamics surrounding strategic change in contemporary organizations. Outlines the main components of, and barriers to, change and discusses the alternative strategies of change. Also discusses issues surrounding the fundamental role of culture and the need for...

The effects of culture on the performance of an organization depend, not on the strength of the overall culture, but on the mix and weightings of the components of that culture. An example is the component of conflict, which may be a healthy incentive for action and competition when present in...

Analyses the contribution of management development to culture change in the health service. Is concerned with the public sector managerialism promoted in the health service by government reforms since the Griffiths Report. In the hospital trust which is the focus of the study there is...