Showing papers in "Journal of Management Development in 1987"
TL;DR: A survey of returned expatriate managers in an American multinational found that their assignments to subsidiary companies overseas had been an enjoyable experience for most of them, but only 35 per cent of the sample felt satisfied with the repatriation process into the US.
Abstract: A survey of returned expatriate managers in an American multinational found that their assignments to subsidiary companies overseas had been an enjoyable experience for most of them. But only 35 per cent of the sample felt satisfied with the repatriation process into the US. Reasons included difficulty in readjusting to US life and culture, to the head office organisation and their own changed status, and to the career development ladder, where they felt their career opportunities were limited. It is suggested that measures to prevent these problems occurring could include a guarantee of a satisfactory job on return, an arrangement to maintain the expatriate's home, regular visits to the US, and planned support and training before and after the assignment from experienced senior personnel.
111 citations
TL;DR: In this paper, a detailed survey of management development in Jordan is presented, and the conclusions provide a checklist of priority considerations in the formulation of a future strategy, based on the serious shortage of managers and the cultural factors influencing behavior in organizations in Arab countries.
Abstract: The author reviews the serious shortage of managers and the cultural factors influencing behaviour in organisations in Arab countries. A detailed survey of management development in Jordan is presented, and the conclusions provide a checklist of priority considerations in the formulation of a future strategy.
95 citations
TL;DR: In this paper, a summary of Hofstede's classic four dimensions of dominant value patterns is given: Individualism v. Collectivism; Large v. Small Power Distance; Strong v. Weak Uncertainty Avoidance; Masculinity v. Femininity.
Abstract: Management development should take cultural differences into account. A summary of Hofstede's classic four dimensions of dominant value patterns is given: Individualism v. Collectivism; Large v. Small Power Distance; Strong v. Weak Uncertainty Avoidance; Masculinity v. Femininity. Current Human Resource Development theories originate in the USA; McGregor's opposing Theories X and Y are both based on assumptions valid in the US but not, for instance, in South East Asia. Culturally harmonious replacements, Theory T and Theory T+, are suggested.
85 citations
TL;DR: In this article, a review of the research on leadership is reviewed, beginning from the now abandoned idea of the “born” leader, and the present view of the three elements important for the understanding and practice of leadership are personality, leaders' behaviours and situational factors.
Abstract: Research on leadership is reviewed, beginning from the now abandoned idea of the “born” leader. The present view of the three elements important for the understanding and practice of leadership are personality, leaders' behaviours and situational factors. Beyond that, attempts are now being made to analyse and define the charismatic or visionary leader.
74 citations
TL;DR: Action learning has been used as a reason for selecting and launching action learning processes by management as mentioned in this paper, but little emphasis has been placed on the learning side of the equation; change has always been the predominant factor.
Abstract: The central idea of action learning — that for any organism to survive its rate of learning must be equal to or greater than the rate of change in its environment — has stood the test of time, and is used as a reason for selecting and launching action learning processes by management. Little emphasis has been placed on the learning side of the equation; change has always been the predominant factor. The notion of learning, seen as the key commodity necessary to guarantee the survival of the organisation is pursued and developed with examples. The main implications for the organisation by concentrating on action learning are given.
37 citations
TL;DR: In this paper, the authors suggest that cultural assumptions are often inadvertently exported or imported when performance appraisal is introduced in organisations in developing countries and suggest guidelines for the design of more culturally appropriate approaches.
Abstract: Cultural assumptions are often inadvertently exported or imported when performance appraisal is introduced in organisations in developing countries. Performance appraisal has been developed in “individualist” societies, and the systems, when applied in non‐individualistic cultures, can cause unintended offence, or are incorrectly, and therefore uselessly, employed. Guidelines for the design of more culturally appropriate approaches are suggested.
36 citations
TL;DR: In this paper, the authors describe the techniques and processes used by the few people who give explicit attention to helping managers to improve their learning skills, and describe blockages to learning, and then use descriptions of how these can be tackled through learning biography or through instruments such as the Learning Styles Inventory (Kolb) or Learning Styles Questionnaire (Honey and Mumford).
Abstract: Too little attention has been paid to the central process — learning — necessary for managerial skills to be developed. The article describes the techniques and processes used by the few people who give explicit attention to helping managers to improve their learning skills. It describes blockages to learning, and then uses descriptions of how these can be tackled through learning biography or through instruments such as the Learning Styles Inventory (Kolb) or the Learning Styles Questionnaire (Honey and Mumford).
24 citations
TL;DR: In this paper, the authors describe the development centre and its impact on the performance of a divisional executive in Hoechst (UK), and assess the impact of the centre on the overall performance of the division.
Abstract: The current business world is very different to that in which the original assessment centres were designed 50 years ago. The traditional centre still serves well for selection at lower organisational levels, but nowadays the need is for accurate diagnosis of development needs that include the delegate in the assessing process. Time must also be allocated for delegates and assessors to agree on evaluation of performance and sketch out a development plan. Hoechst (UK), seeking to develop managerial staff to director level, decided to adopt this Development Centre method. The Development Centre is described, and its impact assessed by Hoechst's divisional executive director.
20 citations
TL;DR: The Learning Cube in its early development stages is a simple diagnostic tool used to analyse and evaluate a training program in the People's Republic of China: the China EEC Management Programme (CEMP).
Abstract: The Learning Cube in its early development stages is a simple diagnostic tool used to analyse and evaluate a training programme in the People's Republic of China: the China‐EEC Management Programme (CEMP). The Learning Cube is presented in outline, with a description of all its dimensions and their meanings. CEMP is summarised and assessed with new proposals set out. The model is then applied to the CEMP situation and possible course improvements and conclusions are presented.
20 citations
TL;DR: A recent survey of major American firms confirms that the trend to increased management training is gaining momentum as discussed by the authors, and more courses relating to strategic planning and implementation, particularly with regard to productivity and competitiveness, are increasing.
Abstract: A recent survey of major American firms confirms that the trend to increased management training is gaining momentum. Courses relating to strategic planning and implementation, particularly with regard to productivity and competitiveness, are increasing, and more courses are customised to company needs. Monitoring and measuring results are also more important. Training executives will have a higher profile in the corporate structure.
20 citations
TL;DR: In this article, the process of action learning-based training of managers in the field staff of the UK division of the Prudential Assurance Company is described, covering its introduction, acceptance and subsequent evolution.
Abstract: The process of action learning‐based training of managers in the field staff of the UK division of the Prudential Assurance Company is described, covering its introduction, acceptance and subsequent evolution. The programme undertaken is assessed, including examples of success and failure. The role of managers as set advisers is discussed and it is established that action learning could make a significant contribution to the development of section and district managers.
TL;DR: The authors in this paper, after a research study involving the CEOs of 50 major Australian organisations, believe that organisational thinking is taking a new direction, moving towards more holistic, empathetic, culture sensitive technology.
Abstract: Current management development techniques are obsolete. The West has passed through three eras — those of the classical model, the human relations model, and the systems model. The authors, after a research study involving the CEOs of 50 major Australian organisations, believe that organisational thinking is taking a new direction. Development techniques are moving towards more holistic, empathetic, culture‐sensitive technology. The nature of the fourth “blueprint” is analysed, and the managerial competencies it will demand are outlined.
TL;DR: In this paper, the AMA competency model is described and applied in a graduate level program leading to a master's degree, the Competency Development Laboratory, and specific skill courses.
Abstract: The development of the AMA competency model is described. It is the first to be both generic and empirically grounded. It is applied in a graduate level programme leading to a master's degree, the Competency Development Laboratory, and specific skill courses. After an initial audit with feedback, managers focus on competency development and on using the competencies on the job.
TL;DR: The majority of manager development programs may be described as piecemeal, and the purpose of this article is to present a strategy for a unified program, in which the various components are working in harmony as mentioned in this paper.
Abstract: The majority of manager development programmes may be described as “piecemeal”, and the purpose of this article is to present a strategy for a unified programme — in which the various components are working in harmony. The author develops a systems view of a programme, listing eight essential principles. For this programme then to be applied, the support of top management must be gained. The programme itself, in ten steps, is then described.
TL;DR: In team development activities, major differences in values and behaviour often exist between team members from different cultural backgrounds as mentioned in this paper, however, these differences can be neutralised or utilised to neutralise or utilise.
Abstract: Throughout the world the workforce is becoming increasingly multinational, with the USA in particular welcoming large numbers of immigrants, many of them highly skilled and educated. It is being questioned whether present HRD and OD techniques are suited to multicultural workforces at these higher organisational levels. In team development activities, major differences in values and behaviour often exist between team members from different cultural backgrounds. However, these differences — relationship to authority, attitudes to conflict and confrontation among them — can be neutralised or utilised.
TL;DR: The International Distillers & Vintners (UK) Ltd and the International Management Centre from Buckingham, together devised an MBA program that was custom made for the company's needs.
Abstract: International Distillers & Vintners (UK) Ltd and the International Management Centre from Buckingham, together devised an MBA programme that was custom‐made for the company's needs. Thirteen executives successfully completed an 18‐month part‐time action learning programme that developed their managerial skills while also being closely focused on — and benefiting — the company itself.
TL;DR: In this paper, a life insurance firm undertakes a major program to integrate management development with organisational development as a change strategy to impact on all levels of employees, and the success of the overall effort has laid a foundation for improved future functioning.
Abstract: A life insurance firm undertakes a major programme to integrate management development with organisational development as a change strategy to impact on all levels of employees. The underlying objectives — improved planning, team effectiveness, resource utilisation, open communication — lead to much reduced “management by crisis” in the firm, and the success of the overall effort has laid a foundation for improved future functioning.
TL;DR: In this paper, the role of the set adviser at Ashridge Management College is discussed with reference in particular to methods of dealing with difficulties encountered by participating chief executives, and five tasks for the set advisers are identified: to facilitate giving and receiving; to clarify the processes of action learning; to help others take over tasks 1, 2 and 3; to act as a personal consultant to set members in the group setting.
Abstract: The role of the set adviser at Ashridge Management College is discussed with reference in particular to methods of dealing with difficulties encountered by participating chief executives. Five tasks for the set adviser are identified: to facilitate giving and receiving; to clarify the processes of action learning; to help others take over tasks 1, 2 and 3; to act as a personal consultant to set members in the group setting. Typical characteristics and needs of chief executives are given to help illustrate the necessary roles.
TL;DR: In this article, the effectiveness of the learning experience is reviewed, with emphasis on the opportunities to use various styles of learning in different parts of the IMCB programme, including Activist, Reflector, Theorist and Pragmatist learning styles.
Abstract: The process of action learning from the viewpoint of an IMCB MBA set member is described. The effectiveness of the learning experience is reviewed, with emphasis on the opportunities to use various styles of learning in different parts of the programme. The IMCB programme itself is briefly outlined and the Activist, Reflector, Theorist and Pragmatist learning styles discussed. The course is seen as an effective way to educate managers due to its immediate relevance to their needs and its focus on application and implementation, as well as theory.
TL;DR: In this article, a case study of an intervention in a region of the Israeli water supply company demonstrates that the application of well known management techniques such as MBO, performance appraisal and bonus schemes, affect not only the technical but also the cultural and political subsystems of the organisation.
Abstract: This case study, of an intervention in a region of the Israeli water supply company, demonstrates that the application of well known management techniques such as MBO, performance appraisal and bonus schemes, affect not only the technical but also the cultural and political subsystems of the organisation. These subsystems should be thoroughly assessed beforehand, with the prognosis of the possible effects of the change strategy on all of them.
TL;DR: “ Landamatics” analyses and explains the mental processes which underlie expert performance, learning and decision making and defines specific ways of purposeful and accelerated development in novices and non‐experts through a special course of instruction.
Abstract: “Landamatics” is a label given by American scholars to designate this algorithmic‐heuristic theory and method of performance, learning and instruction Landamatics analyses and explains the mental processes which underlie expert performance, learning and decision making It also defines specific ways of purposeful and accelerated development of such processes in novices and non‐experts through a special course of instruction
TL;DR: Action learning is explored through a question and answer dialogue between a supporter and a critic of the method in this paper, where action learning is discussed through question-and-answer dialogue.
Abstract: Action learning is explored through a question and answer dialogue between a supporter and a critic of the method.
TL;DR: The authors examined the psychology of winners and their patterns of success, including theories of self-expectancy, selfmotivation, self-discipline and self-projection, and found that true winners project their success, they look like winners.
Abstract: Activity and self‐confidence are key elements of management success. High achievers are recognisably more open to choices and search for more efficient ways of doing things. True winners project their success, they look like winners. This article examines the psychology of winners and their patterns of success, including theories of self‐expectancy, self‐motivation, self‐discipline and self‐projection. This all adds up to a practical guide to goal achievement.
TL;DR: In this paper, a revised approach to management development is suggested, with fostering of managerial talent from an early age and increasing the value placed on "general management" as a career.
Abstract: More people are preferring advisory to executive roles, and organisations are beginning to suffer from a lack of candidates for what is increasingly seen as the thankless task of management. This trend is being encouraged by mistaken management development practices and views of the managerial role, low salaries and status, the rise of the professional “guru”, and career blockage in organisations. A revised approach to management development is suggested, with fostering of managerial talent from an early age and increasing the value placed on “general management” as a career.
TL;DR: A Qatari development and training scheme suited to the socio-cultural environment is described in detail in this article, where one of the oil companies involved in the training is a Qatari company.
Abstract: After 30 years, the oil industry in Qatar has relatively few Qataris in middle and senior management posts. The reasons were the small indigenous population, the lack of manpower planning, attractive employment opportunities elsewhere, and indifference towards training by the international oil companies. Now nationalised, and with a Qatari chief executive, one of the oil companies commissioned the author to set up a Qatari development and training scheme — described here in detail — suited to the socio‐cultural environment.
TL;DR: In this article, the characteristics of organisational growth and decline are described, ending in demise or renewal, and guidance on how to keep such an organisation at its optimum level is suggested.
Abstract: The characteristics of organisational growth and decline are described, ending in demise or renewal. A “case study” then illustrates these stages — entrepreneurial, maturation, aging and demise — as they are demonstrated in a management development institute. Guidance on how to keep such an organisation at its optimum level is suggested — a state of “dynamic equilibrium”.
TL;DR: In this article, a three factor model focused on how managers motivate performance emerged from repeated factorings, along with frontal assaults and flanking manoeuvres for shaping effective work cultures are described.
Abstract: The development of a measure of corporate culture is reviewed. A three factor model focused on how managers motivate performance emerged from repeated factorings. Scores are reported for seven organisations. Both frontal assaults and flanking manoeuvres for shaping effective work cultures are described, along with when to do what. A fitness analogy containing the components of objectives, measurement, and practice was offered as a model for a corporate culture‐shaping process.
TL;DR: In this paper, an OD project in one such company with production problems revealed that organisational complexities needed greater teamwork from managers who were, due to their diverse backgrounds, unconsciously at odds in their assumption sets and values.
Abstract: In the high technology environment of “Silicon Valley”, California, the companies have a high percentage of foreign‐born employees, often with a strong sense of ethnic identity. An OD project in one such company with production problems revealed that organisational complexities needed greater teamwork from managers who were, due to their diverse backgrounds, unconsciously at odds in their assumption sets and values. Inter‐group team‐building workshops, coaching, added organisational structure, and cultural awareness training greatly improved working relationships.
TL;DR: In this article, an experiment in management development with two groups of mature students is undertaken, and a short description of both the limitations and potential of the method is then followed by some comments on applications and a concluding comment on justifying the method without destroying it via attempts to measure its effectiveness.
Abstract: Managerial decision making should result from the rational and “feeling” sides of the human mind operating in harmony. An experiment in management development with two groups of mature students is undertaken. A short description of both the limitations and potential of the method is then followed by some comments on applications and a concluding comment on justifying the method without destroying it via attempts to measure its effectiveness.