To discuss the considerable impact of video gaming on young players' decision‐making and teamworking skills, and the belief that video games provide an invaluable “training camp”…
Abstract
Purpose
To discuss the considerable impact of video gaming on young players' decision‐making and teamworking skills, and the belief that video games provide an invaluable “training camp” for business.
Design/methodology/approach
An interview with John Beck, the author of the book Got Game: How a New Generation of Gamers Is Reshaping Business Forever, published by Harvard Business School Press in 2004.
Findings
Emphasizes that most businesses are failing to recognize and capitalize on these skills. Predicts the shape and style of leadership in the future and suggests how businesses, and particularly “baby boomer” managers, can best begin to bridge the generation gap to unlock and build on the unprecedented strategic abilities of new, young employees.
Originality/value
Offers the view that business and management training should recognize the skills and abilities of the gamer generation.
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Many corporations fail to find the Holy Grail of globalization because they have not paid “enough” ongoing attention to the process. Without greater attentional effectiveness in…
Abstract
Many corporations fail to find the Holy Grail of globalization because they have not paid “enough” ongoing attention to the process. Without greater attentional effectiveness in their efforts to globalize, firms waste precious executive resources or decide to standardize their operations to limit the complexity of their international strategies. Neither of these reactions is desirable. While companies can deploy a range of helpful tools in increasing overall levels of global attention, these tools are costly and not every company is in a position to achieve and sustain high levels of global attention effectively. In this article, the authors discuss three dimensions of management attention: aversion/attraction, captive/voluntary, and front‐of‐mind/back‐of‐mind. Each of these dimensions provides an array of tools to focus management attention. By maximizing each of these dimensions, attention effectiveness is increased. In an international business world with abundant information, managers need to focus on their most scarce resource – management attention.
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Warr and Wall, when examining participation in decision making, conclude that much of the research has been devoted to subordinate attitudes to participation with little attention…
Abstract
Warr and Wall, when examining participation in decision making, conclude that much of the research has been devoted to subordinate attitudes to participation with little attention being focused on the well‐being of the manager. This is often threatened by increasing employee influence. They conclude: “Future progress may be greater if research shows a simultaneous concern with both parties' wants and with practical experiments into their reconciliation.”
Our fifth annual survey of the business leaders to keep an eye on the next year.
In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of…
Abstract
In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.
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The earliest law of the adulteration of food imposed divisions among the local authorities of the day in functions and enforcements; most of the urban and rural sanitary…
Abstract
The earliest law of the adulteration of food imposed divisions among the local authorities of the day in functions and enforcements; most of the urban and rural sanitary authorities possessed no power under the law. Provisions dealing with unfit food — diseased, unsound, unwholesome or unfit for human food — were not in the first sale of food and drugs measure and there duties were wholly discharged by all local authorities. Rural sanitary authorities were excluded from food and drugs law and boroughs and urban authorities severly restricted. Enforcement in the rural areas was by the county council, although local officers were empowered to take samples of food and submit them for analysis to the public analyst. Power to appoint the public analyst for the area was the main criterion of a “food and drugs authority”. The Minister had power to direct an authority with a population of less than 40,000 but more than 20,000 to enforce the law of adulteration.