Presents answers to the question: how does the development of self‐awareness of managers contribute to organizational success in commercial terms? The question originated from a discussion by a group of management developers about the relationships between personal development and effective...

Considers the idea of taking personal responsibility for career development and contributing to the organization via the development of meta‐abilities. Provides an explanation of meta‐abilities and examines the implications for the way they are developed. The results of research into the...

Presents a schedule for the alignment of personal needs and priorities with organizational needs and priorities. By considering leadership, coaching, corporate citizenship, change management, efficiency, team working, customer focus, and decision making, individuals can compile an action plan...

Presents answers to the question: how does the development of self‐knowledge of managers contribute to organizational success in commercial terms? The question originated from a discussion by a group of management developers about the relationships between personal development and effective...

Corporate culture plays a key role in the adoption and maintenance of a continuous improvement environment. Yet the role that culture does play and its nature tend to be overlooked or simplified so as to be almost meaningless. Overviews aspects of corporate culture and uses a case study of a...

Purpose – Over the past two decades there has been a growing recognition of the need to develop integrative approaches to understanding and explaining organisational change. One of the barriers to achieving this has been the lack of an integrative theoretical framework that can cope with the...

Examines the latest management fad, business process re‐engineering (BPR). Argues that while little is really new, the need for organizations to embrace process improvement is high. Discusses some key success factors for organizations taking the BPR route.

The Graduate Development Project involved a close examination of graduate development in eight UK‐based companies over a three‐year period. Questionnaire data were obtained from a total of 1,189 graduates in the first few years of their careers, and 677 of their managers. The latter stages...