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Ideal organizational structures are subjectively based on specific sets of organizational and external factors. Begins with a review of structural alternatives and identifies the need for a contingency‐based approach. Changes in corporate structure may be needed as a result of internal developments and environmental changes. A case study of the consumer goods multinational, Procter & Gamble, is used to illustrate the evolutionary nature of organizational structure. Difficulties in determining the ideal structure lead to a basis for a set of recommendations which can help leaders structure their own organization for success.

Rote learning is deeply rooted in Chinese traditions and remains the predominant method for education and training across the rapidly developing economies of Greater China. Confucian‐based cultural values are argued to constitute a formidable obstacle as management educators and developers seek to move from knowledge transmission to learning facilitation, and to cultivate a new generation of innovative Chinese managers. Describes and examines a creative approach which has been successfully used to stimulate and challenge Chinese university students. Shows that the interactive and contextual learning techniques used by the authors have extensive applicability for educating managers and developing executives.