Argues that managers may rely too heavily on cognitively based decision‐making processes in an attempt to appear rational, logical and objective. However, the quality of decision making may be enhanced by also recognizing the legitimacy of an affective dimension of decisions, i.e. an ability...

Management education is a booming business in Russia these days, with more than 1,000 business schools and training centres having been established in the past couple of years in Moscow alone. Focuses on the way management education is evolving in Russia. First presents an overview of the...

Summarizes the findings of a survey dealing with business meeting practices in giant Korean corporations. Describes both meeting practices in very large Korean firms and also top Korean executives′ feelings about those meetings. Korean executives consider adequate preparation, clearly‐set...

What are the communications problems which are common in corporate and business films and tapes? Describes anecdotally a number of mistakes often made when corporate America tries to communicate through film or video with an audience. Suggests that business people ask a number of questions...

Examines business books from the point of view of managerial readers, listing the desirable elements of “bestsellers” and suggesting ways of making their reading worthwhile, including a hierarchy of learning. Goes on to critique bestsellers, discussing a range of aspects from their...

Management development programmes often do not capture senior managers and executives as attendees, leading to a developmental gap among organizational leaders. Even when the need is obvious, training and development managers can seldom require executive attendance. Issues of status, time,...

The UK′s Teaching Company Scheme, established in 1975, has been responsible for setting up almost 1,000 collaborative projects between academics and businesses, all with the primary aim of effecting organizational change. The interest which the scheme has aroused has usually centred on its...

Describes the Merlin Exercise and its use by the authors integrating two models of the future ‐ “forecasted” and “invented” – to educate management in the development of a strategic intent and in implementing such an intent.

Team building is a common thread throughout most organizational change and management development activities. As teams are built, they should evolve through three stages of learning: (1) crisis problem solving, (2) productivity improvement to the current situation, and (3) anticipatory learning....

Reports on the first year of the Italian ARTIS initiative designed as a “club” for managers in key sectors of the economy to share innovative knowledge in the strategic management field. ARTIS meetings (four in the year 1991‐92) involve interdisciplinary presentations, integration of ideas...