Table of contents
Culture, strategy and teamwork: The keys to organizational change
Guvenc G. Alpander, Carroll R. LeeSuggests that adopting fashionable activity‐centred programmes suchas TQM or re‐engineering, to parts of the entire organization without ageneral strategy tying them to long‐term…
Management development and managers′ use of their time
Titus OshagbemiAn important difference between managers is the way they managetheir time. Explains the difference between effective and ineffectivemanagers. As a result of its importance, the…
Learning from learning groups
Marilyn McDougall, Rona S. BeattieQuality circles, project teams, autonomous work groups, andself‐managed teams are very much a part of organizational life intoday′s competitive and constantly changing work…
Cultural fluency: the results of a UK survey
Collin Randlesome, Andrew MyersThe importance of being fluent in another language for success inforeign business has been well documented and highlighted in academicliterature. However, so has being fluent in…
Design options and outcomes: Progress in development centre research
Peter GoodgeUses multiple regression to highlight the key design variablesunderpinning development centre effectiveness. Finds third‐generationdesigns which provide exercise realism…
Using consulting projects in management education: The joys and jitters of serving two masters
David A. LamondExamines the use of faculty‐directed management consulting projectsas a core educational experience in an Australian MBA programme.Presents evaluations of the utility of such an…
ISSN:
0262-1711Online date, start – end:
1982Copyright Holder:
Emerald Publishing LimitedOpen Access:
hybridEditor:
- Associate Professor Magnus Larsson