Sketches the historical interest in and development of graphology from its arcane origins and status to its rehabilitation in modern academic environments. Illustrates some of the many applications of the technique to organizational processes, like recruitment and selection and other personnel...

Scrutinizes business process re‐engineering (BPR) programmes and their effect on employees – resistance and inability to change. Suggests BPR is ot the technically‐driven exercise many consider it to be; but instead groups together identification of customer needs, use of enabling...

Assesses new forms of leadership in various circles of the UK and US; provides examples from various companies, e.g. Rath & Strong; lists important elements of leadership. Examines various leadership types: transformational leadership focusing on humanistic rather than authoritative qualities;...

Extract from the report made by Sundridge Park Management Centre and MORI, in making the 1993 British Quality of Management Awards. Looks at management capabilities and questions whether UK managers provide the leadership and competence necessary in today′s competitive climate.

Recounts the experiences of a line manager and consultant, and his attempts to transform performance appraisal for the benefit of the individual, manager and organization. Describes the methods by which appraisal was handed back to the staff, using upward feedback from internal customers and...

Reviews the development of the concept of the learning organization, and describes a project which developed a range of practical tools to be used by trainers and line managers in order to help their organizations become learning organizations. Explains how these tools, consisting of workshop...

Provides a commentary on the inadequacy of verbal communication between managers, suggesting that this fosters distrust throughout the organization. Advocates the need for a new breed of manager, with a different set of concepts and perspectives, and concludes that the role of management must be...

Considers the “rational” decision‐making model and argues that it neither describes actual decision‐making processes nor can be used as an adequate guide to effective decision making as it ignores potent social, political and cognitive influences. Suggests that the main assumptions of...

Describes the new generation of computerized workflow systems – by automating the flow of documents and procedures throughout an organization, they can increase the accuracy of clerical tasks, and can therefore improve efficiency. Gives examples of areas where such systems can be used...

Drawing on the findings of an Employment Department survey, considers how the desire for new skills has affected training. Finds a marked difference in performance between committed training organizations and their non‐training counterparts.