Compares thinking and research into employee attitudes in the UK, with regard to psychological contracts. States these are the contracts of employment that are the understandings between employees and employers, whether written or unwritten. Chronicles, in depth, the problem, implications,...

Advocates that today's managers have to turn inventions and new ideas into profitable product streams, e.g. they have to innovate. Delves into the beginnings of knowledge — carrying it through the early technology revolution in continental Europe in the 1970s, on to the Industrial Revolution...

Acknowledges Peter Drucker's place as a guru in management theory or business trend, well ahead of his peers. Discusses his part in developing the idea of privatization in the UK, as far back as 1970, in a Conservative Party policy document. Posits that management's biggest challenge is ‘what...

Discusses the year 2000 (Y2K) problem and the lack of real knowledge about what may or may not happen. States IT aspects of the problem are the only ones with any real focus, as management thinking tends to be scarce ‐ reasoning that awareness and understanding vary widely among managers....

Seeks to develop understanding of how to avert, or manage and recover from, crises. Tries to widen the view to include other management failures that can result in corporate demise, e.g. through a sudden loss of market share. Highlights three crisis phrases: crisis of management; crisis point;...

Lists 20 common pitfalls regarding scenario planning and divides them into 2 parts: process; and content. Uses a shaded box to highlight other things to watch out for — these number 7 in total. Concludes the list is a very valid one and should be taken note of.

Proclaims that the hard approach (referred to here as theory E) is the creation of economic value/high returns to shareholders; and that the soft approach (theory O) sees organizations as having many stakeholders, developing employees and their loyalty. Posits that, for organizations to prosper,...