Describes Mintzberg's ten points on management, which he delivered in the World Economic Forum in 1995, in just tem minutes! Details organizations as circles with outer people connected to the world and inner people disconnected from it, and goes on to explain these in full. Looks also at CEOs...

Undertakes to identify high performers/excellent companies, who are repeatedly undermined through high failure rates in identified companies. Suggests management needs to understand differing groups' expectations and lists stakeholders tolerance zone as follows: shareholders — have high...

Investigates downsizing and its effects on the people involved. Looks at the psychological effects of downsizing on three groups of people: the victims — those who suddenly lose their job; the survivors — the ones left in a shrunken organization, often carrying out their redundant colleagues'...

Contends that ‘the virtues of being virtual have been oversold’, particularly regarding organization for innovation. Posits that managers need to consider other factors relevant to a virtual organization's ability to innovate — such as different forms of innovation and knowledge, these...

Suggests a helpful improvement for many organizations is to get them thinking in terms of the whole services that their customers receive from the company's offering rather than in terms of the product itself. Uses Figures for explanatory emphasis and a highlighted box for key points; also...

Reckons that managers of successful organizations work at guiding these actions and events, proactively ensuring that they move incrementally towards conscious strategies. States, that in practice, strategic management involves senior managers in trying to develop and maintain a coherent and...

Argues that culture ‐ the commonly held symbols, beliefs, values and behaviours ‐ is perhaps the most powerful force for cohesion in the modern organization. Highlights two broad types of social relationships which are not mutually exclusive but are difficult to combine successfully:...

Believes modern project management practices only began to emerge in 1939 — just before World War II. Identifies the US Air Force as the main breeding ground for many current programme and project management practices, including among others the space race, as the US chased the USSR after the...

Claims some organizations produce largely the same products or services year in, year out, e.g. issuing passports or driving licences, treating patients, handling financial transactions, assembling consumer products, etc. Uses 3 Figures to emphasize points made and discusses both the project...

Covers change in organizations and highlights three in particular: BT payphones; Citibank; and Hewlett‐Packard, using insets to show level of change, initial response, movement and new situations. Discusses research findings and unveils a variety of factors that affect how change initiatives...