Reports on the UMIST‐Institute of Management five‐year study into the changing experiences of UK managers and the … on to explore the reasons managers give to explain their work patterns (over contract hours, evening and weekend working …). Contains an assessment of how managers trade‐off work and non‐work activity and the impact of long working hours on managers …

An exploratory investigation of the outward influence tactics used by practicing managers. Narrative accounts of 117 …

. The needs of managers at various levels in the hierarchy differ and one method for all management is not effective. Needs … of managers are identified here by level, and appropriate OD strategies based on these findings suggested.  …

Strategic mentality is the individual ability of managers to think, decide and act strategically. This requires the …

There is a significant difference in the perception managers have regarding the level of communications they have with … their subordinates and the level of communication subordinates perceive they have with their managers. Managers in the … private sector do not communicate more with their employees than managers in the public sector. Nor do private employees …

Should managers share their decision‐making power? Do managers who alow their subordinates to participate in …

acceptance, money and power), self‐interests push the new member to accommodate more closely the group's speech norms. Choice of …

Thirty middle managers of a teaching hospital were interviewed about their intentional changes as managers — both … managers. Changes were categorised into: intradepartmental, personal growth and development, environmental, and leadership … represented by the number of managers who chose this area of change and by the direction of the change in leadership style …