Coaching is a much‐discussed topic on which little has been written at a thoeretical level. Relates coaching to Bandura′s theory of sefefficacy and Schon′s work on developing reflective practitioners. Claiming that enhancement of self‐efficacy (a sense of mastery in a particular domain)...

Leadership approaches, or styles, practised by managers in free societies over the last 100 years have shifted from highly directive, or authoritarian, to more non‐directive, or participative. This study surveyed labour and management of a defence industry computer software company to compare...

Workplace conflict can take various forms, though only the most visible forms such as strikes, labour turnover and absenteeism have received attention. Unconventional forms such as sabotage, pilferage and disruption have, by and large, been neglected. In its analysis here offers a novel...

Given the importance of interpersonal skills for both managerial and organizational effectiveness in domestic as well as international contexts, examines the relationship between communicative capability of Indian managers and selected demographies and draws generalizations and implications...

The transformational leadership concept differentiates between instrumental motivation and normative commitment. The high motivation levels, the relative freedom given to junior officers, and the esprit de corps in infantry units in the Israeli Defence Forces (IDF) have made the concept of...

A major house‐building corporation in the United States employed an organizational change and development (OCD) strategy during the early 1970s to assist its transformation to a mega‐corporation. The outcome was the development of an autocratic, machiavellian, coercive management style....

Describes a Soviet approach to organizational change utilizing a game devised especially for one organization which poses organizational problems to managers and workers. By means of performance of a carefully crafted script, participants in the game devise solutions to the problems which are...

A third‐party facilitator was engaged to develop a design to resolve conflicts and begin team building between nurses and physicians in a Canadian Community Hospital. Each group met individually and later together to identify perceived problems, but actual discussions focused on administrative...

Investigates the use of a culture instrument in driving organizational learning and seeks to extend our ability to move towards learning organizations. The work was carried out in a plant of a company in the aerospace industry in 1989 with professional, technical and administrative employees....