Discusses the nature of strategic decision making in organizations. Explores the process of implementation and poses questions about how to evaluate decision success. Discusses links between decisions and corporate strategies and emphasizes the importance for organizational members of being...

Discusses the launch of a public/private sector partnership in Leeds – Opp 2k. Explores why organizations should balance their workforces and how this can be achieved. Opp 2k exists to share work practices which contribute to the increase and improvement of the position of women in the...

Examines the status of corporate women in Canadian organizations, from data provided by 124 vice‐presidents of human resources, through the use of anonymous questionnaires. Half were in resources and manufacturing and in organizations with less than 500 employees. Women represented about 40...

Describes a management development programme which has evolved to give middle and upper managers a “bird′s eye view” of their own organization as a total enterprise. Completed over ten to 12 months, the course employs a variety of action learning techniques including a pre‐course...

It is not uncommon for high‐level managers appointed from outside organizations to fail in their new assignments. This failure in taking charge, while common, has received little research attention. The taking‐charge process has been characterized by five phases: Taking Hold, Immersion,...

Points out that feedback is essential to improve continually the performance and development of executives. However, executives rarely receive specific, candid feedback about their work. Suggests that most of these individuals are left to manage in relative isolation, wondering if others support...

Complexity theory is a new science that builds on chaos. Its implications for organizations are many – specifically in understanding change. Leaders need to keep their organizations in the complexity zone where learning takes place, rather than stability or chaos. The basic “rules” that...

Examines research activity in executive competencies, and the Management Charter Initiative M3 framework. Briefly outlines executive competency frame‐works currently being developed and indicates future directions.

Discusses whether meetings are necessary. Types of meeting are analysed and alternatives are presented.

Provides a case study of a group process experience for personal growth and career development. A small group of adults meets under the supervision of their leader and co‐leader for the purpose of improving their interpersonal communication, personal growth, and career development perspective....