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This paper aims to look at the role of the top and middle management of the Philips organization during the transition from one type of organizational change to another in the 1990s and the role the history of the organisation played in this process.

The paper analysis is based on historical records, literature and interviews with former Philips top managers.

The paper shows that Philips' leaders used different styles of leadership to create a deliberate atmosphere and willingness to change. The final emergent transformation, however, could only sufficiently materialise while it rejuvenated existing management concepts like Quality Management. The success was partly based on the fact that these concepts played a historical role in the Philips organisation.

The paper adds the historical style approach to leadership research and pays attention to the important role of the organization's history during processes of organizational change.

The continuing lack of vacant sites for development in prime city areas has meant that property owners are looking increasingly at their existing property stocks with a view to redevelopment or refurbishment. The purpose of this article is to examine in some detail the forward planning needed, and the obstacles that have to be overcome, by property owners wishing to obtain possession from tenants protected by the Landlord and Tenant Act 1954 Part II, so that such schemes can be carried out. Distinction will be drawn between major redevelopment involving total demolition or very substantial reconstruction of existing buildings, and less comprehensive schemes such as internal refurbishments. The 1954 Act effectively distinguishes between these two types of redevelopment and this can give rise to a number of problems for property owners.

Demanding or accepting rent under the wrong circumstances can give rise to numerous problems. It may amount to the creation of a new tenancy, an affirmation that an old tenancy is being extended, or a waiver of a right of forfeiture due to breaches of covenant. It may also involve rent reviews and lease renewals.

Landlords seem to be receiving more applications for consent to assignment of commercial leases than ever before. It is no doubt a reflection of the present economic climate in which many tenants find it increasingly difficult to pay ever escalating rents, and landlords are justifiably scrutinizing such applications more closely than ever before. The purpose of these notes is to review briefly the basic legal position and to discuss some of the more problematical points.

A recent case in the House of Lords under the Leasehold Reform Act 1967 has drawn attention to one particular problem that may be faced by landlords who have let under a single lease premises which are partly residential and partly for business use. The purpose of this article is to consider briefly that particular problem together with other difficulties that arise under that type of letting.

Executive education is no longer a perk. It's a company's most important strategic hope for survival—all over the world.

This chapter reports an institutional ethnography (IE) which seeks to explicate the everyday experiences of learning mentors (LMs), introduced into English secondary schools 15 years ago. Within the context of the New Labour (NL) policy agenda characterized by an analysis of the relationship between “risk” and “social exclusion” as the root cause of many social problems, LMs were part of a transformative agenda which elevated ‘low level’ workers to paraprofessional status across a range of public services. The official narrative embedded in policy documents talked of LMs “raising achievement” by “removing barriers to learning,” but this tells us little about the way in which such texts are mediated in the sites where they were enacted. The starting point of the IE was to establish how the work of learning mentors was practiced, viewed, and understood within the school by all parties. The enquiry did not start with pre-existing conceptualizations of “pastoral care” or “disaffected youth” but tracing the genealogy of LM practice became more significant as the research developed, thus attention was paid to the legacy of the US tradition of mentoring and how that was re-imagined in the ruling texts of NL policy. The problematic of the study that emerged was that although warmly received by pupils, LM practices were marginalized, misunderstood, and relatively unseen, casting doubt on the influence suggested in formal prescriptions and giving rise to wider questions regarding the increasingly liminal nature of work undertaken by people working in similar roles in other institutions.

Strategic management development (SMD) uses corporate objectives and strategies as drivers for management development and aims to achieve multiple outcomes. Most studies of SMD have concentrated on consultant‐ or practitioner‐based accounts of “best practice”. There has been little development of conceptual frameworks to inform a more rigorous understanding and evaluation of SMD. Considers the usefulness of some existing frameworks and then, based on literature review and synthesis, proposes new conceptual frameworks for SMD. The first of these new frameworks explores the relationships between individual and organisational objectives in the SMD processes. Many management development interventions have both types of objective and other interventions may be more polarised in purpose. These tensions have to be resolved at the level of the individual manager. Because of environmental change account will need to be taken of emergent needs and opportunities. The second framework reflects this showing how a dynamic environment will lead to more organic forms of management development. The third framework considers the barriers and drivers influencing SMD, and proposes the key requirements for success.