A manager in a local authority offers her own approach to time management. Her starting point is to stop doing things which are ineffective by setting aside time to review. The author outlines a very personal model which rejects ordered approaches often taught within training courses. The model...

Executives must develop skills to manage management time as well as conventional time. Methods which improve skills include understanding time‐space structures, using methods proposed by Peter F. Drucker, and managing one′s immediate management molecule as proposed by William Oncken....

The author propounds that management carries a responsibility – to employees and suppliers as well as customers. Respect is seen as the key relationship variable. In this it is argued such managerial techniques as Management by Objectives (MBO) and internal competition are counterproductive.

Suggests that 50% of people in business refuse to accept the strong evidence that good people management practices lead to higher profits — long‐term, but 50% of organizations accepting proof go on to make only one single change. Lists out seven mutually dependent practices that make up high...

The drum‐buffer‐rope/buffer management approach radically changes the content of production management practice, research and pedagogy. Documents the major impacts that drum‐buffer‐rope has on production management study and practice. In summary it provides a framework which distils the...