... on individual and families. Concludes that (for instance) the US State Department has threatened to evacuate Americans abroad in case of problems. Includes a partial checklist to aid human resource professionals in the Y2K build‐up. © MCB UP Limited 1999 Managers Human resource management Human...

...B Gould 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 the impending death of the large organization...

...B Gould Spotlights Hewlett‐Packard (HP), the US company venerated as a leader in getting the best from its people. Looks at HP'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 spheres of the company. Shows how human...

...B Gould Because managers are seldom in a position to drive top‐down change, they must work within their own spheres of influence, by sculpting pockets of best practice out of the bedrock of surrounding organizational life. Highlights job meta‐abilities in a panel with an example of a manager...

...T Kippenberger Believes there are five possible definitions of strategy: a plan; a play; a position; a perspective; and a pattern. Suggests these can all be compatible. Chronicles the real test for managers of strategy is if they can keep the organization on a stable course but also be capable...

... and not to ignore problems when they appear with front‐line workers. © MCB UP Limited 1998 Organizational change Employees Managers ...

...T Kippenberger Determines that nowadays organizations can no longer afford to adapt gradually ‐ evolving as the environment alters. Contrasts the mechanistic process of ‘managing’ with all its overtones of risk reduction and keeping the show on the road. Lists out eight steps for leading change...

...T Kippenberger Presents a pragmatic approach to knowledge management. Points out that managers have only recently realized that they have had to rely on knowledge for all of their careers. Suggests the good news about knowledge management is that ‘common sense goes a long way’. Posits that a degree...

.... Concludes that managers, as a matter of some urgency, will have to incorporate knowledge management into their thinking. © MCB UP Limited 1998 Economic growth Managers Skilled workers ...

... between Japanese and Western business managers. Chronicles that there is much here that explains other factors which Western managers admire — like Japanese companies' abilities to operate over the long‐term without constant shareholder pressure for short‐term profits. © MCB UP Limited 1997...

...; understand the lie of the land; managing expectations; building a team; focusing on a few themes; and short term versus long term. Concludes that balance is important and possible for new CEOs and will help to determine the CEO's legacy. © MCB UP Limited 1997 Chief executives Appointments...

...T Kippenberger Profiles Warren Bennis — synonymous with the study of contemporary leadership ‐who has been, amongst other things, adviser to four US Presidents — Kennedy, Johnson, Carter and Reagan. Describes leadership as having four competencies common to it, and these are: the management...

... and unafraid of taking risks or responsibility. Advocates that there may be born leaders but leadership must and can be learned. © MCB UP Limited 1997 Leadership Managers Management philosophy ...

...T Kippenberger Looks at the findings and recommendations of an Industrial Society ‘Managing Best Practice’ journal on empowerment and its implications for senior managers. Advocates that empowerment's key concepts are: giving the necessary authority responsibility and resources to those closest...