An organizational optimism model is developed and tested. The constructs of optimism subculture and goal setting process are investigated as antecedents to the level of employee optimism and individual and organizational performance are investigated as direct and indirect consequences of the...

Introducing change into an organisation usually raises resistance from those who have the most to lose because of the introduction of the envisaged change. This article looks at the introduction of change in the management structure produced in a large public organisation. The key to successful...

Our view of leadership is affected by the subconscious impact of the literal meaning of the words “boss” and “leader”. Changing that view to COGAL (Creator of Growth and Learning) will improve our leadership approach. Research into the actions effective leaders take provides a working...

Successful employee development is about changing attitudes and motivation before changing behaviour. The performing arts at their best can move an audience towards a particular state of mind; by adapting drama and music techniques for corporate training, they can be used to influence attitude...

Argues that for competence management to be a valuable tool in leveraging individual competencies to dynamic organisational core competencies, more stress should be laid on competence development. More specifically, focuses on the effectiveness of development centres (DC), in terms of personal...

Focuses on employee training, a significant expenditure for most organizations. In the course of learning new skills to improve sales, build effective teams, improve quality or meet other objectives, employees create new organizational cultures: training acts as an agent of change.