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This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb055480. When citing the article, please cite: Rick Roskin, (1983), “Management Style and Achievement: A Model Synthesis”, Personnel Review, Vol. 12 Iss: 3, pp. 9 - 13.

In the late sixties, and early seventies, a number of management seminars used style models to instruct managers about how best to achieve. Initially, some suggested that there was one best style which would succeed in most situations. However, that approach brought with it controversy, especially from those who believed in situational management.

A number of management training models use as their foundation some variables which are controversial. Perhaps the most commonly found basis, is the Initiating Structure and Consideration theory. (Fleishman et al., 1955). It forms the central support of such popular management models as the Managerial Grid (Blake and Mouton, 1964); the 3‐D Theory (Reddin, 1970); Contingency Theory (Fiedler, 1967); Life Cycle Model (Hersey and Blanchard, 1969); Path‐Goal Theory (House, 1971) and others.

Experientially based learning designs are examined along with their various strengths, weaknesses and applications. The four key underlying considerations to choosing an experientially based learning design are: the learning objective, the learner, the facilitator and the environment.

The area of leadership, management style and decision‐making research contains ideas which have proved to be both controversial and useful. Many of the equivocal results are due to the limited variables contained within the models reviewed. On analysis, each contain powerful ideas and variables which, if integrated, could provide a useful research vehicle as well as an effective training paradigm. This article synthesises a number of variables from several models to develop such an approach.

There is a strong link between excellence — a major theme of the 1980s — and corporate culture. This article outlines the requirements of organisations striving for excellence and how management development programmes can be effective in assisting them.

Since the first Volume of this Bibliography there has been an explosion of literature in all the main areas of business. The researcher and librarian have to be able to uncover specific articles devoted to certain topics. This Bibliography is designed to help. Volume III, in addition to the annotated list of articles as the two previous volumes, contains further features to help the reader. Each entry within has been indexed according to the Fifth Edition of the SCIMP/SCAMP Thesaurus and thus provides a full subject index to facilitate rapid information retrieval. Each article has its own unique number and this is used in both the subject and author index. The first Volume of the Bibliography covered seven journals published by MCB University Press. This Volume now indexes 25 journals, indicating the greater depth, coverage and expansion of the subject areas concerned.

The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains features to help the reader to retrieve relevant literature from MCB University Press' considerable output. Each entry within has been indexed according to author(s) and the Fifth Edition of the SCIMP/SCAMP Thesaurus. The latter thus provides a full subject index to facilitate rapid retrieval. Each article or book is assigned its own unique number and this is used in both the subject and author index. This Volume indexes 29 journals indicating the depth, coverage and expansion of MCB's portfolio.

Through a survey of 200 employees working in five of the thirty establishments analysed in previous research about the microeconomic effects of reducing the working time (Cahier 25), the consequences on employees of such a reduction can be assessed; and relevant attitudes and aspirations better known.

The case opens with Martha Stewart's 2005 release from prison following her conviction for obstructing an insider-trading investigation of her 2001 sale of personal stock. The scandal dealt a crippling blow to the powerful Martha Stewart brand and drove results at her namesake company, Martha Stewart Living Omnimedia (MSO), deep into the red. But as owner of more than 90 percent of MSO's voting shares, Stewart continued to control the company throughout the scandal.

The company faced significant external challenges, including changing consumer preferences and mounting competition in all of its markets. Ad rates were under pressure as advertisers began fragmenting spending across multiple platforms, including the Internet and social media, where MSO was weak. New competitors were luring readers from MSO's flagship publication, Martha Stewart Living. And in its second biggest business, merchandising, retailing juggernauts such as Walmart and Target were crushing MSO's most important sales channel, Kmart. Internal challenges loomed even larger, with numerous failures of governance while the company attempted a turnaround.

This case can be used to teach either corporate governance or turnarounds.

Students will learn:

• How control of shareholder voting rights by a founding executive can undermine corporate governance

• The importance of independent directors and board committees

• How company bylaws affect corporate governance

• How to recognize and respond to early signs of stagnation

• How to avoid management actions that can make a crisis worse

• How weaknesses in executive leadership can push a company into crisis and foster a culture that actively prevents strategic revitalization

How control of shareholder voting rights by a founding executive can undermine corporate governance

The importance of independent directors and board committees

How company bylaws affect corporate governance

How to recognize and respond to early signs of stagnation

How to avoid management actions that can make a crisis worse

How weaknesses in executive leadership can push a company into crisis and foster a culture that actively prevents strategic revitalization