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Good managerial work habits are essential for creating a favorable work environment that can stimulate everyone’s performance. This papers aims to explore the psychometric properties of the good management work habits (GMWH) scale for a group of 464 Lebanese working adults.

A two-step approach was used. A first split-half of the sample affirmed that the GMWH scale had a factorial structure, and a factorial analysis used in the second split-half confirmed this. Jointly, the two split-half tests demonstrated the predictive and discriminant validity of the scale.

After validating the GMWH scale, this study substantiated the psychometric legitimacy of the GMWH test and confirmed its effectiveness in assessing organizational attributes.

This study focused on Lebanese managers only and future studies should be extended to assess the GMWH scale’s validity in other countries. Moreover, the variables of organizational culture and gender were not taken into account in this study.

The GMWH scale can be applied to determine the negative effects of stress on performance to improve an organization’s productivity. Evaluating managers' self-perceptions of their work habits may improve relations with their subordinates and the organization as a whole.

The work habits of a company’s managers play a key role in organizational outcomes and have a ripple effect on all parties in the organization, from subordinates to other managers. This study proposes a validated tool for a company’s leaders to evaluate managers’ perceptions of their work habits and contributes beneficial knowledge to future research on practical ways to measure the work skills of managers.

To achieve a full understanding of the role of marketing from plan to profit requires a knowledge of the basic building blocks. This textbook introduces the key concepts in the art or science of marketing to practising managers. Understanding your customers and consumers, the 4 Ps (Product, Place, Price and Promotion) provides the basic tools for effective marketing. Deploying your resources and informing your managerial decision making is dealt with in Unit VII introducing marketing intelligence, competition, budgeting and organisational issues. The logical conclusion of this effort is achieving sales and the particular techniques involved are explored in the final section.

A self‐help guide to achieving success in business. Directed more towards the self‐employed, it is relevant to other managers in organizations. Divided into clear sections on creativity and dealing with change; importance of clear goal setting; developing winning business and marketing strategies; negotiating skills; leadership; financial skills; and time management.

Stress damages us and our performance. It is a real part of most manager's experience and can be said to occur when significant demands exceed perceived management responsibilities and routines. Stress can be the essence of working life, and certainly need not always be damaging to us. But when it becomes excessive, it is something unwanted.

The purpose of this study is to examine the influence of unlearning on knowledge management (KM) in sport organizations.

The research method in this study was the descriptive–correlative type. Subjects in this research included all the employees of sport and youth organizations in Iran. To analyze the research data, inferential statistics including exploratory factor analysis, confirmatory factor analysis, Kolmogorov–Smirnov test, Pearson correlation coefficient and structural equation model were used. A theoretical model was developed and tested based on the literature review. Data were analyzed via SPSS and LISREL software.

The results from the study illustrate that there were significant relationships among all dimensions of unlearning and dimensions of KM. Furthermore, the model of the influence of unlearning on KM, as well as the model of the influence of dimensions of unlearning on KM, illustrates proper finesses.

Through this study, the positive fundamental role of considering the processes of managing unlearning and avoiding bad habits as two coordinator tools to achieve tangible assesses in organizations is revealed and the significance of considering such studies is specified for researchers. This study supported the members of sport organizations to understand how to improve knowledge and experience of the employees through unlearning.

Summarizes the basic principles of Bioenergetics along with its origin in Riechian psychology. Clarifies that Bioenergetics is used at Cranfield not as psychotherapy, but as an aid to personal development for a specific population of high‐functioning individuals, i.e. managers. Places the Bioenergetic body‐mind notion into a philosophical context of human goodness and potential; thus expanding the focus to body‐mind‐spirit. Examines five body‐mind types through the following aspects: how they operate at work; how they were formed; key attitudes; unique gifts; body shape; development path; how they are best managed. Case histories illustrating the different types in various modes of consultant intervention, i.e. individual development, team building and culture change.

Managers as Actors Those of us who manage are playing on an organisational stage every day. We enter early every morning to take up our roles, whether it is as chief executive, marketing manager, personnel adviser, production executive or any of the numerous other roles that have to be performed if work is to be done effectively.

Introduction Consider a hi‐fi loudspeaker manufacturing company acquired on the brink of insolvency by an American multinational. The new owners discover with growing concern that the product range is obsolete, that manufacturing facilities are totally inadequate and that there is a complete absence of any real management substance or structure. They decide on the need to relocate urgently so as to provide continuity of supply at the very high — a market about to shrink at a rate unprecedented in its history.