Describes a distinctive model of managerial leadership which proposes an integrated framework of ideas and skills of potential application to any leadership situation – and has been devised from literature sources and tested in a number of national and international workshops. Discusses the...

Describes the application of Organizational Behaviour Modification (OBMod), and in particular the Premack Principle, to improving the performance of a number of professional electrical engineers. The design and implementation of the behavioural change scheme was undertaken by the engineers′...

Results of a stress audit conducted among personnel working in the offshore oil and gas industry indicated that sources of stress varied as a function of employment, including the type of installation, the rig size and location, and the actual status of the employee. Suggests that the...

Suggests that an open‐door policy is one of the means organizations use to improve communication with employees, enhance trust and motivation, and reduce the need for unionization, though it is problematic and difficult to implement. Points out that a major difficulty is employees′...

Argues the case for formalized creativity decision support systems. Technology, both in terms of hardware and software, now supports the possibility of a decision support system which can benefit from creative problem‐solving mechanisms. Given the need for creative thinking in business and the...

Discusses abusive management – extreme behaviours that can result in a subordinate or work group being plagued by uncertainty, anxiety, and fear. Examines the prevalence of the problem and its implications for management development, in terms of both the development of abused employees and the...

As self‐managed work teams become more popular and companies try to take advantage of their apparent productivity improvements, it is ecessary to emphasize that there are some very exacting requirements if they are to be successfully implemented. Points out major areas to be addressed if...

Analyses the Saudi Arabian culture in terms of Hofstede′s four dimensions: power distance, uncertainty avoidance, individualism, and masculinity. Bases the analysis on a survey of Saudi Arabian MBA students and their co‐workers. Saudi Arabia is a “typical” Moslem country, except for the...

Provides a unique model for strategic, co‐operative international management education. Describes multi‐educational programme modules which incorporate cross‐cultural, language and technology training.