Examines aspects of career development functions, one component of mentoring relationships, as they relate to employee development. Describes the experiences of over 1,200 professional and managerial women and men with their firm’s performance appraisal and counselling procedures. Data were...

Images and concepts from contemporary manufacturing (particularly just‐in‐time production) provide models which individuals can use to increase their throughput of work. Concepts of personal throughput, inventory, set‐up times and performance measurement are introduced and used to guide an...

Practical, effective assistance is provided to senior level managers on how to revitalise and improve the performance of their organisations. The six elements identified as necessary for successfully implementing and managing change are: create; communicate; translate; implement; evaluate; and...

In a session of the Strategos Innovation Academy, participants considered how a number of core management processes – for example, strategic planning, capital budgeting, performance assessment and product and process development – inhibit innovation. Working in groups, the participants...

Change is not a commodity. When it is considered as a discrete thing – which the author terms the “commodification of change” – with a particular brand identity, it becomes compartmentalized, finite, and tightly proscribed; it becomes a product. However, no change effort can afford such a...

To maximize the potential for the change to produce positive results, business leaders must appreciate the transformational stages, key interdependencies and interrelationships, and the impact they could have independently or in combination on eventual outcomes. This requires a thorough...

Purpose The purpose of this paper is to conceptualize the process leading from innovation performance to business performance and, from this basis, facilitate the identification of relevant performance measures. The paper takes its point of departure from a synthesis of the literature around...

Presents an analysis of a recent survey in The TQM Magazine entitled “Total Quality ‐ the formula for success”. States that companies which successfully practice TQM share the following characteristics: an emphasis on tangible results; an insistence on performance measurement; an...

Argues that in order to change the corporate culture, management should focus on changing its own behaviour first, before leading the rest of the organization into a new culture. Examines differences between organizational and management culture, and introduces the management culture continuum....

Presents a short but concise piece on why existing measurement systems are ineffective at best and counter‐productive, with regard to changing performance measurement systems away from older hierarchical structures. Gives four guiding principles to help with this change. Acknowledges that...