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Organizational culture and its relationship between job tension in measuring outcomes among business executives

Pool, Steven W. - In: Journal of Management Development 19 (2000) 1, pp. 32-49

Investigates the nature of role stressors and its impact on job tension in predicting outcome constructs. The research examines the relationship that exists between the three organizational cultures and the role stressors within a business environment. The best fit model is statistically created...

Persistent link: https://www.econbiz.de/10014882127

Executive development: meeting the needs of top teams and boards

Jackson, Sheila; Farndale, Elaine; Kakabadse, Andrew - In: Journal of Management Development 22 (2003) 3, pp. 185-265

In a review of the literature, supported by six case studies, executive development for senior managers in public and private organisations is explored in depth. The study looks at the roles and responsibilities of the chairman, CEO, executive and non‐executive directors, the required...

Persistent link: https://www.econbiz.de/10014882256

Integrating Newly Hired Executives into the Organisation

Burdett, John O. - In: Journal of Management Development 10 (1991) 5, pp. 15-25

Managers and executives joining an organisation represent a significant investment, yet few organisations have … questions on which newly hired executives should reflect. Also a comprehensive model of the executive integration process is … working with senior executives, initially as a consultant and currently as Vice President, Management Development, for the …

Persistent link: https://www.econbiz.de/10014883001

The Changing Paradigm for Executive Development

Vicere, Albert A. - In: Journal of Management Development 10 (1991) 3, pp. 44-47

The growing emphasis on learning as a force for building organisational competitiveness is causing a major shift in how companies cultivate and develop executive talent. This shift is so pronounced as to be called a paradigm change, the elements of which are described. The emerging “new...

Persistent link: https://www.econbiz.de/10014883004

Customer Value in Non‐degree Executive Education: Linking Business Schools and Business

Stahl, M.J.; Riblett, J.E.; Bounds, G.M. - In: Journal of Management Development 11 (1992) 3, pp. 3-11

Reviews the role of non‐degree executive education in business schools. Suggests a focus on providing value to the external customer in executive education as a proactive way to force relevancy in teaching and research within business schools. Reviews strategies and policies associated with...

Persistent link: https://www.econbiz.de/10014883018

Business Ethics Is an Inside Job

Johnson, Philip - In: Journal of Management Development 11 (1992) 4, pp. 44-48

Many managers claim that it is impossible to act ethically in today′s business climate. Argues that, although it is very easy to be cynical, it is indeed possible to operate ethically in business. Drawing from the author′s experiences in his leadership consulting practice with CEOs and...

Persistent link: https://www.econbiz.de/10014883030

A Simulation for Teaching Skills Relating to Organizational Self‐renewal

Lyles, Marjorie A.; Near, Janet P.; Enz, Cathy A. - In: Journal of Management Development 11 (1992) 7, pp. 39-47

Describes a simulation that provides an alternative method for teaching managers about the organizational renewal process and about the skills which are necessary to effect change in organizations. The simulation is based on theories about change, diffusion of innovations, and power and...

Persistent link: https://www.econbiz.de/10014883049

Improving Individual and Group Effectiveness

McClelland, Samuel B.; Harbaugh, Norman R.; Hammett, Suzy - In: Journal of Management Development 12 (1993) 3, pp. 48-58

Workforce diversity, experiential as well as cultural, has presented human resource development (HRD) professionals with opportunities as well as unique challenges. Describes such an opportunity, the design of a management training programme, to address specific goals identified by an...

Persistent link: https://www.econbiz.de/10014883066

DSS MANAGER: Turning Business Simulation into a Decision Support System

Tomasz Bielecki, Witold - In: Journal of Management Development 12 (1993) 3, pp. 60-64

teach executives how to make decisions following the new rules of market driven Polish economics. Describes the concept of … approach can be considered a predominate approach in the process of preparing DSSs for executives who must manage in difficult …

Persistent link: https://www.econbiz.de/10014883067

Business Meetings in Giant Korean Corporations – Implications for Executive Development

Lee, Yoon R.; Lazarus, Harold - In: Journal of Management Development 12 (1993) 4, pp. 4-12

both meeting practices in very large Korean firms and also top Korean executives′ feelings about those meetings. Korean … executives consider adequate preparation, clearly‐set objectives, agreement on follow‐up actions, and starting on time as the …

Persistent link: https://www.econbiz.de/10014883076