Similar Search Results

Gould, B - In: The Antidote 3 (1998) 8, pp. 25-25

Because managers are seldom in a position to drive top‐down change, they must work within their own spheres of …

Persistent link: https://www.econbiz.de/10015018121

Gould, B - In: The Antidote 3 (1998) 8, pp. 39-39

's beginnings and how they have coped with business life from its policy to give line managers fair chances to do their best in all …

Persistent link: https://www.econbiz.de/10015018127

The missing element in change programmes: common sense: uncommon in practice

Kippenberger, T - In: The Antidote 3 (1998) 4, pp. 26-28

Gives three key messages to give to front‐line employees and these are: communicate only facts; communicate face to face; and target front‐line supervisors. Includes, for effect and information a Figure of ‘Maslow's Hierarchy of Needs’. Recommends the need for commonsense and not to ignore...

Persistent link: https://www.econbiz.de/10015018133

The fine art of crafting strategy

Kippenberger, T - In: The Antidote 3 (1998) 6, pp. 28-29

. Suggests these can all be compatible. Chronicles the real test for managers of strategy is if they can keep the organization on …

Persistent link: https://www.econbiz.de/10015018139

Individual and Co.: the third epoch

Gould, B - In: The Antidote 4 (1999) 1, pp. 9-12

Proclaims present‐day managers have unconsciously inherited an approach to organizations that is of rapidly declining … relevance. States some managers have moved beyond the old management practices and organizational assumptions and it seems that …

Persistent link: https://www.econbiz.de/10015018145

Managing people

Kippenberger, T - In: The Antidote 4 (1999) 2, pp. 62-62

Looks at the millennium bug with regard to the human resources facility. Ponders whether some highly skilled staff will try to move jobs ‐ especially if the staff are poached by other companies ‐ as the IT shortage grips. Looks at morale and motivation and training plus effects on individual...

Persistent link: https://www.econbiz.de/10015018168

A Quest for Ethical Decision Making: Searching for the Holy Grail, and Finding the Sacred Trinity in Ethical Decision‐Making by Managers

Luca Casali, Gian - In: Social Responsibility Journal 3 (2007) 3, pp. 50-59

Purpose – The purpose of this paper is to identify what ethical framework(s) small business managers use in making … developed and validated to profile the ethical style of managers. From this tools can be further developed for self …‐assessment or by organizations wanting to profile the ethical styles of their managers. …

Persistent link: https://www.econbiz.de/10015021814

Corporate social reporting in Malaysia: a case of mimicking the West or succumbing to local pressure

Amran, Azlan; Siti‐Nabiha, A.K. - In: Social Responsibility Journal 5 (2009) 3, pp. 358-375

Malaysian managers on CSR by using Institutional theory. Design/methodology/approach – The paper attempts to explain the local … CSR trend by interviewing senior managers from selected companies who have been identified as good reporters. The …

Persistent link: https://www.econbiz.de/10015021893

Sensemaking of managers' ethical work orientations

Reis, Christina - In: Social Responsibility Journal 6 (2010) 1, pp. 143-155

Purpose – Regarding managers' sensemaking of ethical content, this paper aims to help understand how managers come to …/methodology/approach – The method used was a qualitative approach that analyzed 23 in‐depth interviews conducted with managers in various … settings. Findings – Three categories of ethical sense‐making orientations were identified: the proactive managers; the …

Persistent link: https://www.econbiz.de/10015021917

Making mentoring work

Tabbron, Alison; Macaulay, Steve; Cook, Sarah - In: Training for Quality 5 (1997) 1, pp. 6-9

experience of best practice organizations using mentoring and draws on a feasibility survey of managers in a 10,000 strong global …

Persistent link: https://www.econbiz.de/10015028369