Argues, using extensive historical evidence, for the need to manage the turbulent forces of organizational change to benefit from these apparently unpredictable events, rather than get swept away by them. Argues that the key to success is “Look outwards and add value”.

Clarifies the confusions and inconsistencies in managing your own business which is not an easy task, involving facing endless events of emotional peaks and valleys. Based on interviews with 198 Nigerian‐based business owners. Suggests that entrepreneurship brings not only fat earnings and...

Defines a leader in total quality management as a person who inspires, by appropriate means, sufficient competence to influence a group of individuals to become willing followers in the achievement of organizational goals. Reports research identifying the keys of successful leadership in quality...

Provides a practical insight into the three separate steps needed in the process of facilitating learning in small groups. Group facilitators do three things: they take in what goes on around them and inside themselves; they then make sense of it; finally, they intervene. Practical guidance in...

Argues that covert activity determines the durability of the manager. Applying systems theory, dissects both organizations and managers to determine what makes them effective over time. Paralleling knowledge of organizational success with managerial success, uncovers similarities which have...

Suggests that successful managers develop practical theories or frameworks to guide their decision making and problem solving. Describes how managers developed a framework for focusing performance appraisal, training and career development opportunities in a long‐term care hospital.

Reports results from an extensive survey of major American change programmes which revealed a set of clusters of interventions. Most typically, the change programmes involved combinations of intervention techniques. Team‐building, strategic planning, skill building and restructuring were the...

A model for assessing organizational climate has been developed, based on socialization theory. Information was collected on the extent of socialization and its intensity. Results from groups within two different organizations – enlisted Air Force personnel and school district teachers –...

Summarizes part of the findings of the author′s research into the popularity of management ideas. Taking a historical perspective, the six families of popular management ideas of the last century – bureaucracy, scientific management, classical management, human relations, neo‐human...