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1 – 10 of 14
Article
Publication date: 1 January 1997

Arnold Kransdorff

Mergers and acquisitions are a favoured alternative to organic growth for many companies. A colossal £27.67 billion was spent on this expansion stratagem in the UK in 1990 alone.

Abstract

Mergers and acquisitions are a favoured alternative to organic growth for many companies. A colossal £27.67 billion was spent on this expansion stratagem in the UK in 1990 alone.

Details

Cross Cultural Management: An International Journal, vol. 4 no. 1
Type: Research Article
ISSN: 1352-7606

Article
Publication date: 1 March 1996

Arnold Kransdorff

While many professional organizations use post‐project reviews, internal audits and/or oral post‐mortems to learn from their own experiences, the problem with all these…

1094

Abstract

While many professional organizations use post‐project reviews, internal audits and/or oral post‐mortems to learn from their own experiences, the problem with all these techniques is that the data and circumstances in which decisions are made are always collected and referred to retrospectively, which makes them susceptible to the characteristic partial and selective memory recall by managers who, after the event, are rarely neutral or objective. Explains how companies can overcome the uncertain nature of memory recall and the defensive reasoning process ‐ and help their managers to use the benefits of hindsight more effectively.

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The Learning Organization, vol. 3 no. 1
Type: Research Article
ISSN: 0969-6474

Keywords

Content available
425

Abstract

Details

Development and Learning in Organizations: An International Journal, vol. 24 no. 4
Type: Research Article
ISSN: 1477-7282

Content available
Article
Publication date: 1 September 2006

Ceri Hughes

96

Abstract

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Records Management Journal, vol. 16 no. 3
Type: Research Article
ISSN: 0956-5698

Keywords

Article
Publication date: 1 August 1985

Arnold Kransdorff

When a medium‐sized UK finance house started to feel the pinch of competition, it decided to spend some money on a computer. It wanted to cut its administration costs as…

Abstract

When a medium‐sized UK finance house started to feel the pinch of competition, it decided to spend some money on a computer. It wanted to cut its administration costs as well as respond more quickly to customer enquiries for hire purchase and other types of consumer loans.

Details

Education + Training, vol. 27 no. 8
Type: Research Article
ISSN: 0040-0912

Article
Publication date: 1 April 1995

Arnold Kransdorff

Evaluates a cost‐effective solution to overcoming the problem oflow productivity owing to the high level of job change in the UK.Concludes that employees, when hired, need…

2854

Abstract

Evaluates a cost‐effective solution to overcoming the problem of low productivity owing to the high level of job change in the UK. Concludes that employees, when hired, need to blend their skills with the company′s distinctive way of working. This can be done by way of the oral interview method examined, which can lead to the employee settling in more quickly.

Details

Management Development Review, vol. 8 no. 2
Type: Research Article
ISSN: 0962-2519

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Article
Publication date: 1 March 1996

Arnold Kransdorff

Two things happen every time an employee retires, is made redundant or leaves to join another company. The experience acquired at the company’s considerable expense…

3388

Abstract

Two things happen every time an employee retires, is made redundant or leaves to join another company. The experience acquired at the company’s considerable expense literally walks out of the door and the company has to replace the individual, often from outside. For organizations, job change, which has always been continuous, has been accelerating over the past decade as individuals switch their employer every six years. Even though most professionally managed companies run induction courses, most new managers will readily admit that the components that most inhibit their early passage to full productivity relate to understanding and accommodating their new employer’s individual corporate culture, management and communication styles, and the detail of recent events. Because of the difficulties of imparting such information, companies generally leave individuals to assimilate these intangibles as best they can, usually by osmosis. The evidence suggests that it can take 12 months ‐ and often much longer ‐ to become fully productive. Lack of continuity has an insidious effect on productivity and competitiveness. Outlines a cost‐effective solution to high job mobility.

Details

Management Decision, vol. 34 no. 2
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 1 June 1996

Arnold Kransdorff

Argues that while many professional companies use post‐project reviews, internal audits or oral post mortems to learn from their own experiences, the problem with all…

347

Abstract

Argues that while many professional companies use post‐project reviews, internal audits or oral post mortems to learn from their own experiences, the problem with all these techniques is that the data and circumstances in which decisions are made are always collected and referred to retrospectively, which makes them susceptible to the characteristic partial and selective memory recall by managers who, after the event, are rarely neutral or objective. Explains how companies can overcome the uncertain nature of accurate memory recall and the defensive reasoning process ‐ and help their managers to use the benefits of hindsight more effectively.

Details

Managerial Auditing Journal, vol. 11 no. 4
Type: Research Article
ISSN: 0268-6902

Keywords

Article
Publication date: 1 August 1997

D. Philip Carney and Russell Williams

If business success were the elixir of life, there have been, and will always be, many who claim to have its formula. Each attempts to sell a new generation this complex…

712

Abstract

If business success were the elixir of life, there have been, and will always be, many who claim to have its formula. Each attempts to sell a new generation this complex, ever‐changing solution, and does so with concepts and ideas which are, perhaps, inordinately simplistic in relation to the problem, but which nevertheless can be comprehended. Considers the selling of solutions via abducted concepts and ideas as entrepreneurship. It is a skill to be valued, but it is not without its problems for the business practitioner, as its outcome in terms of downsizing is subsequently proving.

Details

Management Decision, vol. 35 no. 6
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 1 December 1999

Bob Garratt

Reflects on the development of the concept of a learning organisation as a tool for business success. Argues that, unlike many management ideas, organisational learning is…

4093

Abstract

Reflects on the development of the concept of a learning organisation as a tool for business success. Argues that, unlike many management ideas, organisational learning is not a “fad” but is increasingly accepted as a vital strategy for organisational survival and development in a continually changing environment. The learning organisation is seen as an aspiration for a continuous process with the potential to energise people for very long periods of time, rather than providing a quick‐fix solution. Whilst creating sustainable knowledge which can be valued as an asset on the balance sheet it also makes organisations more productive, profitable and more humane places to work.

Details

The Learning Organization, vol. 6 no. 5
Type: Research Article
ISSN: 0969-6474

Keywords

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