Japan's success in the management of its organisations has long been admired and envied by the rest of the western world. An early “manager” is examined and his example upheld as one of the first exponents of Japanese management practice.

Over the past few years public interest in value for money from educational institutions has obliged administrative and teaching staff in such organisations to plan, organise and control more effectively, and in some cases to upgrade quality. Improved performance in an educational establishment,...

Many researchers have been investigating the subject of corporate culture, which has become a buzz word of the 1980s. All results have not been in agreement but a variety of changes to accommodate a change in corporate culture have been observed. Usually the change is effected in order to...

This study was conducted in the headquarters of a major local government in Western Australia. The emphasis of the study was to measure any differences that may exist between managers and non‐managers concerning their desire for different motivators, levels of job satisfaction and areas of job...

Chief executives disclose various organisational variables as stifling creativity and organisational change. It is argued that, as a result, organisations suffer losses in terms of, for example, effectiveness and positive image. The creative individual feels frustrated. Such measures as the use...

Action Research (AR) is presented as an interpretive conceptual framework through which an understanding of management systems can be achieved. The proposed interpretive framework is briefly described and examined as a comparative management framework. The merit inherent in AR as an interpretive...

The difficulties entrepreneurs encounter as their organisations move from the rapid growth to the maturity stage are attributed to a personality/ organisation misfit. Personality characteristics that are an asset in the earlier stages become a liability in the later organisational life‐cycle...

A distinction was drawn by Burns, the political scientist, between transforming and transactional leadership. The notion of transforming leadership struck a chord with behavioural scientists, but discrepancies and internal inconsistencies in their application of the concept arose. A way of...

A corporate organisation, because it exists in a climate characterised by uncertainty, ambiguity and a need for accurate communication, tends to choose a new organisation member on his/her perceived similarity to group social norms. One of the most important of these is language. Since...