Draws attention to the need for managers to re‐examine the dominant world view paradigm within which managing currently takes place. Uses the analogy of a salmon struggling up river to show management today as an uncertain journey from the narrow convergence of the paradigm downstream to the...

Scrutinizes business process re‐engineering (BPR) programmes and their effect on employees – resistance and inability to change. Suggests BPR is ot the technically‐driven exercise many consider it to be; but instead groups together identification of customer needs, use of enabling...

Reviews the development of the concept of the learning organization, and describes a project which developed a range of practical tools to be used by trainers and line managers in order to help their organizations become learning organizations. Explains how these tools, consisting of workshop...

Provides a commentary on the inadequacy of verbal communication between managers, suggesting that this fosters distrust throughout the organization. Advocates the need for a new breed of manager, with a different set of concepts and perspectives, and concludes that the role of management must be...

Drawing on the findings of an Employment Department survey, considers how the desire for new skills has affected training. Finds a marked difference in performance between committed training organizations and their non‐training counterparts.

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...