Search results

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/00251749610106927. When citing the article, please cite: Stephen Drew, Colin Coulson-Thomas, (1996), “Transformation through teamwork: the path to the new organization?”, Management Decision, Vol. 34 Iss: 1, pp. 7 - 17.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/00197850010354214. When citing the article, please cite: Colin Coulson-Thomas, (2000), “Developing and supporting information entrepreneurs”, Industrial and Commercial Training, Vol. 32 Iss: 6, pp. 196 - 200.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/00400919210007502. When citing the article, please cite: Colin J. Coulson-Thomas, (1992), “Integrating Learning and Working”, Education + Training, Vol. 34 Iss: 1.

While many organisations have embraced a succession of management fads, general training and knowledge management initiatives, there is evidence these have failed to equip key work groups with specific knowledge, pragmatic skills and practical tools they need to become more effective. In particular, changes are not making it easier for people dealing with customers, clients or citizens to do a better job or deliver more bespoke responses to individual requirements.

Calls for culture change often result from a desire to change certain behaviours. The purpose of this paper is to summarise some key findings of a five-year investigation into quicker and more affordable routes to creating high-performance organisations. It suggests a practical and cost-effective way of quickly changing the behaviour of key work-groups independently of corporate culture which integrates working and learning and simultaneously achieves multiple corporate objectives.

A programme of critical success factor, “issue” and other surveys was complemented with a five-year evaluation of more recent case studies to understand early adoptions of performance support and to assess their results and implications. The applications examined were discussed with the relevant technical architect and the results obtained corroborated with commissioner/user performance data and/or documented assessments/reactions.

The use of performance support which can integrate learning and working represents an affordable way of changing the behaviour of particular and front-line work-groups independently of corporate culture. Changing a culture defined in terms of deeply held attitudes, values and beliefs is problematic, but required changes of behaviour can often be quickly accomplished using performance support, which can also address particular problems and deliver benefits for multiple stakeholders.

Culture change is neither necessary nor desirable where there are quicker, practical and affordable ways of altering behaviours while organisational cultures remain unchanged. It might also be problematic in organisations that need to embrace a diversity of cultures and encourage a variety of approaches and behaviours across different functions and business units. One can avoid certain general, expensive, time consuming and disruptive corporate programmes in an area such as culture change and adopt a quick, focused and cost-effective alternative that can quickly deliver multiple benefits for people and organisations.

This paper summarises the main findings of an investigation that has identified deficiencies of contemporary responses to a requirement to change certain behaviours that involve seeking to change a corporate culture and questions their practicality, desirability, time-scale and affordability. It presents and evidence-based alternative approach that is more affordable and can more quickly deliver changes of behaviour required and ensure compliance with relevant laws, regulations, policies and codes.

Creating a more responsive organisation and securing flexible access to skill is becoming a critical success requirement. Large bureaucratic organisations are becoming aware of the vulnerability of size where it is not accompanied by responsiveness and flexibility. Skill shortages have become a limiting factor. People today have an unprecedented choice of for whom, how and where they work. There are many special human situations which can be addressed by a new pattern of work such as telecommuting. Organisations should not impose particular patterns of work on people. Instead, using information technology as appropriate, they should allow people to work in whatever ways best enable them to contribute. To do this may require a new approach to skill management strategy. The successful implementation of a new pattern of work such as telecommuting requires great care and an understanding of its distinctive features. Preparation for telecommuting should involve both the telecommuters themselves and those who manage them.

Calls for culture change often result from a desire to change certain behaviours. The purpose of this paper is to summarise some key findings of a five year investigation into quicker and more affordable routes to creating high-performance organisations. It suggests a practical and cost-effective way of quickly changing the behaviour of key work-groups independently of corporate culture which integrates working and learning and simultaneously achieves multiple corporate objectives.

A programme of critical success factor, “issue” and other surveys was complemented with a five-year evaluation of more recent case studies to understand early adoptions of performance support and to assess their results and implications. The applications examined were discussed with the relevant technical architect and the results obtained corroborated with commissioner/user performance data and/or documented assessments/reactions.

The use of performance support which can integrate learning and working represents an affordable way of changing the behaviour of particular and front-line work-groups independently of corporate culture. Changing a culture defined in terms of deeply held attitudes, values and beliefs is problematic, but required changes of behaviour can often be quickly accomplished using performance support, which can also address particular problems and deliver benefits for multiple stakeholders.

Many general corporate culture change programmes, HR policies and associated training may be unnecessary and counter-productive if the aim is to quickly change specific behaviours in particular areas. They might also be problematic in organisations that need to embrace a diversity of cultures and encourage a variety of approaches and behaviours across different functions and business units. Performance support which integrates learning and working can be a cost-effective way of changing behaviour, ensuring compliance, enabling people to innovate and remain current and competitive, and delivering multiple objectives without requiring a change of culture or structure.

Summarises the main findings of an investigation that has identified deficiencies of contemporary responses to a requirement to change certain behaviours that involve seeking to change a corporate culture and questions their practicality, desirability, time-scale and affordability. It presents an evidence-based alternative approach that is more affordable and can more quickly deliver changes of behaviour required and ensure compliance with relevant laws, regulations, policies and codes.

Summarizes the findings of three recent surveys. Presents the management qualities required for successful corporate transformation, and stresses the importance of both clear vision and top management commitment.

This paper aims to share the findings of investigations into how directors have and should be prepared for their boardroom roles.

The paper draws on the findings of surveys of director development undertaken by the author and others and the author's experience of advising over 100 boards on director and board development.

The findings suggest many directors and boards do not receive the development they require to be more effective in their roles. Trainers and developers interested in addressing their requirements need to understand the development role of the chairman of the board, the distinct nature of director development, obstacles to development at board level, the learning preferences of directors and formal and informal learning options that are available and ask key questions to assess the development context.

The surveys examined have mainly involved UK directors and unitary boards. The situation might be different in other countries. It would be helpful if more studies were undertaken of director and board development in other contexts and involving different board structures, e.g. two‐tier or management and supervisory boards. Directors need a proper induction and must remain current throughout their directorial career. Trainers and developers can address this requirement by a combination of formal and informal means.

The paper highlights the nature of the director development challenge, and that the boardroom represents a key learning environment. The paper should be of value to those who support directors and boards and have an interest in improving the competence of directors and the effectiveness of boards.

Many concerned people are unaware of the full impacts of their buying decisions on the environment. This paper aims to show how people can be helped to behave more responsibly when they buy.

Sales and purchasing support tools can show buyers the implications of different courses of action, and enable them to select the least harmful option. The paper shows how an approach used to improve salesforce effectiveness can be employed in the purchasing arena. Key lessons from early adopters are summarised, and questions posed for training and development professionals.

The tools examined increase the performance of key workgroups such as front line sales, account management and support staff, and make it easier for people to take difficult buying decisions. The paper gives a weed control example, and mentions applications that have yielded a first‐year return on investment of over 20, 30 and 70 times.

Support tool users experience a range of benefits from extra business and quicker responses to closer relationships with more satisfied customers. Pioneering companies are also reducing cost, risk and stress; and improving quality and compliance.

Many people and boards would like to address challenges such as climate change, but they lack a practical and cost‐effective way of doing so. The approach outlined represents a cost‐effective way of demonstrating corporate social responsibility. In doing what they feel is the right thing people can benefit themselves, their supplier and the planet.