Ever since the Industrial Revolution got into its stride, economists and politicians have observed that the economy is not producing the level of GNP that it should, and almost…
Abstract
Ever since the Industrial Revolution got into its stride, economists and politicians have observed that the economy is not producing the level of GNP that it should, and almost without exception, they have argued that the root cause is one of chronic underachievement by non‐managerial employees. In comparatively recent years, the number of strikes have been instanced as an index of the unwillingness of the rank and file employee to pull his weight. “Solutions” have varied, but have centred on one of two hypotheses: either the TUC has too strong a hold over the fortunes of producing organisations, and legislation should be introduced to control union activities; or more control in the management of organisations should be given over to non‐managerial employees. The unfortunate Industrial Relations Act of 1971 is a recent example of the former view; the setting up of the Bullock Commission in 1975 is an example of the latter.
The purpose of this paper is twofold: firstly to review what appear to be major long term changes in the social system which are likely to require planned reciprocal change in the…
Abstract
The purpose of this paper is twofold: firstly to review what appear to be major long term changes in the social system which are likely to require planned reciprocal change in the way large scale corporate enterprises are managed; secondly, to review the ways in which the emerging discipline of Organizational Development may be relevant to organization change, in particular to the development of more satisfactory in‐company Industrial Relations climates.
Christopher Molander, Mark Sheldrake and Vernon Trafford
During the past two years there have been a number of radical changes in the political, economic and social environment within which local authorities have had to operate. This…
Abstract
During the past two years there have been a number of radical changes in the political, economic and social environment within which local authorities have had to operate. This has placed new pressures and demands both on managers and on local authority organisations which have inevitably affected the attitude towards management development. It is significant that for a period of many years most local authorities have been allowed to evolve a management structure and style within a relatively stable and predictable environment. Then two years ago, the major reorganisation of local government created 422 new local authority organisations (with the exception of London) creating changes in function, boundaries and personnel which were manifest in reorganised structures, policies, management styles, working groups, roles and relationships. Since the reorganisation there has been a series of significant changes in the environment which seems to be part of a continuing trend placing greater emphasis and demand on the individual's ability to manage change at all levels within the organisation.
The need for increased managerial effectiveness is not in doubt. The behavioural sciences however, have yet to play their proper part in the training of management. T‐group…
Abstract
The need for increased managerial effectiveness is not in doubt. The behavioural sciences however, have yet to play their proper part in the training of management. T‐group training is an example of the practical application of behavioural science techniques. It has a great deal to offer in helping managerial groups work more effectively.
In recent years, the problems of men as they pass through the period of ‘middle age’ have gained prominence in both the behavioural science literature and the general press. This…
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In recent years, the problems of men as they pass through the period of ‘middle age’ have gained prominence in both the behavioural science literature and the general press. This article seeks to outline the nature of the ‘mid life crisis’, to examine some of its major symptoms in managerial behaviour and to explore the implications it has for management development.
‘The business of America’, said Calvin Coolidge in 1925, ‘is business’. Such a view, uncompromising and perhaps a trifle complacent, has been consistently reiterated in the West…
Abstract
‘The business of America’, said Calvin Coolidge in 1925, ‘is business’. Such a view, uncompromising and perhaps a trifle complacent, has been consistently reiterated in the West by many others. Such a proposition provided the basis for the protective managerial ideology with which the early English entrepreneurs sought to defend themselves against the Establishment in the late eighteenth and early nineteenth centuries. The activities of those industrial pioneers irrevocably changed the society in which they lived. They ushered in not only a new technology upon which we are unalterably dependent, but a new hierarchical ordering of society and a new morality of utilitarianism to go with it. They institutionalized a new form of social conflict and provided the arena in which that conflict could take place.
Sketches the historical interest in and development of graphology fromits arcane origins and status to its rehabilitation in modern academicenvironments. Illustrates some of the…
Abstract
Sketches the historical interest in and development of graphology from its arcane origins and status to its rehabilitation in modern academic environments. Illustrates some of the many applications of the technique to organizational processes, like recruitment and selection and other personnel practices.
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This is a selective annotated bibliography of the literature on Christopher Columbus from 1970 to 1989. The subject is particularly relevant considering the approach of the…
Abstract
This is a selective annotated bibliography of the literature on Christopher Columbus from 1970 to 1989. The subject is particularly relevant considering the approach of the Quincentenary of the “discovery” of America in 1992. For that same reason, there has been an outpouring of literature on the subject since 1990, a significant subset of which contributes to are interpretation of Columbus the man, his voyages, and their impact on the new world. It is hoped that this more recent literature will be part of a subsequent annotated bibliography.
Stella G. Kavali, Nikolaos X. Tzokas and Michael J. Saren
As the thoughts and actions of marketers focus on the philosophy of relationship marketing (RM), the purpose of this paper is to broaden our understanding of the concept for its…
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As the thoughts and actions of marketers focus on the philosophy of relationship marketing (RM), the purpose of this paper is to broaden our understanding of the concept for its effect on ethical behaviour in organisations. Whilst there is evidence of strong ethical inputs in the theory formation of RM, there is also a need to separate rhetoric from reality. In this paper we argue that despite the evidence that RM is inherently a concept with strong ethical roots, there is a gap between the theory of RM and its actual practice. Indeed, major changes in values and ethics may be required if RM is to be truly adopted. Otherwise there is a danger of allowing RM’s ethical inputs (commitment, trust, etc.) to become axiomatic without being subjected to sufficient critical scrutiny at the practical level. We believe that the RM philosophy is capable not only of contributing genuinely to the strategic discourse of contemporary organisations, but also of playing the role of the social advocate by fostering mechanisms which will generate ethical introspection and promote ethical decision making.