The paper explores the effects of organisational change on UK managers' perceptions of their organisation and on their well-being. Cost reduction is the prime driver for change and has been implemented using delayering, redundancy, downsizing and off-shoring often supported by culture change...

Redundancy, delayering, downsizing, and various other forms of organizational change have become increasingly prevalent. This article focuses on the impact of different forms of organizational change on managers' perceptions of the organizations they work within and the comparison between...

Reports on the UMIST‐Institute of Management five‐year study into the changing experiences of UK managers and the impact of organizational change. Examines the patterns of actual working hours generally and by managerial level before going on to explore the reasons managers give to explain...

German and British managers who were attending professional training courses in management were required to rate managers from the other country as to how they perceived them. The profiles were significantly different, with British managers perceiving Germans as more industrious, meticulous,...

This study investigated occupational stress in managers in Hong Kong and Taiwan using the Occupational Stress Indicator‐2 (OSI‐2). The results showed the reliabilities and predictive validity of the OSI‐2 subscales were reasonably high in both samples. The logical relationships between job...