The support for local initiatives by large organisations has become substantially institutionalised in the UK through Business in the Community. How much further it will go, and how much it will be supported by government, is the subject of debate and conjecture. An overview of how large firms...

Leadership and management gain success from understanding that organisational participation comes through the commitment and involvement of individuals working with one another. The question facing managers is how to encourage and develop organisational participation. The key to unlocking...

Plans are underway for the next 25–50 years in space. The days of “mission control” may be waning. More study and research is recommended on issues of leadership for (a) earth‐based projects in space, and (b) space‐based programmes with managers there of manned or unmanned projects....

China is a country in dire need of management reform. Although the behaviour of people at work is necessarily influenced by the environment surrounding an organisation, it is more directly affected by the management. After a brief glance at a chief executive officer of 2,000 years ago — the...

Organisational commitment research has developed some well‐established paradigms that may be enriched by seeking experimental interventions directed at increasing employee commitment. The three major categories of commitment variables are described. Implications suggested through interviews of...

Should managers share their decision‐making power? Do managers who alow their subordinates to participate in organisational decision making increase the satisfaction, self‐esteem, loyalty and productivity of their employees and create positive manager‐subordinate relations, or do they...

Flexibility characteristics of individual managers, management teams and organisational cultures, based on the consultancy experiences of a management psychologist, are explored. Flexibility is related to different types of challenges, and the contents of a managerial flexibility audit are...

What happens when change agents intervene to change corporate structures? What is the well‐documented “resistance to change” phenomenon? How are bureaucracies created, maintained and changed? Why do people resist change? The paradigm concept is used to answer these questions and to provide...

While Organisation Development is much talked about and seemingly highly desired in much of the non‐Anglo‐Saxon world, it is argued that people in other cultures with different learning styles, reasoning preferences and value systems are not currently equipped to cope with it as it is...

Many models and typologies exist in the fields of organisational behaviour and consultation. One model, developed by Rashford and Coghlan, focuses on organisational levels as a framework for managing human resources. Four organisational levels — individual, face‐to‐face team,...