Table of contents
Creating a New Organization: The Importance of Client/Consultants Relationships
Andrew KakabadseThis study is an analysis of client‐consultant relationships centered around a large capital project, specifically in planning to build a self contained steel production plant in…
A Mirror for Change: Survey/Feedback Experiences
Tudor Rickards, John BessantFeedback from a disinterested observer can be a powerful stimulus for change. In our everyday lives the new mirror in the bathroom can act as the disinterested observer reminding…
Developing Organisational Life: Participation at Work
Cary L. CooperPreston and Post described three stages of organisational and management development, which they refer to as the “three managerial revolutions”. The first managerial revolution…
The Realities of Organisational Consultancy
John EdmonstoneThe picture which typically emerges from literature on the work of organisation consultants, (Employee Relations Managers, Management Development Advisers, OD practitioners, etc…
Leadership Style and Leadership Flexibility: some transnational observations
Andrew J. Schou, Peter M. StormWith the advent of industrial democratisation, worker participation, job re‐design, autonomous sub‐groups and workers' councils, it has become apparent to managers as well as…
ISSN:
0143-7739Online date, start – end:
1980Copyright Holder:
Emerald Publishing LimitedOpen Access:
hybridEditors:
- Professor Martin McCracken
- Prof Paul Humphreys