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Article
Publication date: 1 July 1999

David LaHote, Jack L. Simonetti and Clinton O. Longenecker

Aims to provide an in‐depth discussion of how a Fortune 500 manufacturing organization refocussed its management development practices using a systems approach. A description of…

Abstract

Aims to provide an in‐depth discussion of how a Fortune 500 manufacturing organization refocussed its management development practices using a systems approach. A description of how the organization conducted a needs assessment, developed a system for management education and recreated its approach to management development are discussed. The implications for organizational practice are clearly stated that management development is a shared responsibility between a manager and his or her employer. This article will also discuss the evolution of this organization’s approach to developing managers for the twenty‐first century. It is also important to note that Aeroquip‐Vickers was recently honored as one of the 100 best managed companies in the US by Inc Magazine.

Details

Industrial and Commercial Training, vol. 31 no. 4
Type: Research Article
ISSN: 0019-7858

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Article
Publication date: 1 April 2000

Mark E. Jones, Jack L. Simonetti and Mary Vielhaber‐Hermon

This article describes a systematic process initiated by Parke‐Davis Pharmaceutical Research and Development to increase the leadership capabilities of its scientific management…

964

Abstract

This article describes a systematic process initiated by Parke‐Davis Pharmaceutical Research and Development to increase the leadership capabilities of its scientific management staff. Our approach to helping scientists step up to the challenging responsibility of leading others was built around four powerful ideas: imagination, leadership, application, and community. A process of university based executive education programs and follow‐up sessions was initiated to help managers shift their perspective from following the science to leading other scientists. Achievement of this objective was accomplished by developing a partnership with the University of Michigan Executive Education Center.

Details

Industrial and Commercial Training, vol. 32 no. 2
Type: Research Article
ISSN: 0019-7858

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Article
Publication date: 1 March 1993

Jack L. Simonetti, Nick Nykodym, Warren R. Nielsen and Janet M. Goralske

In the 1960s and 1970s working women began to increasesignificantly and by the 1980s over half of America′s wives workedoutside the home. This social revolution has placed a major…

Abstract

In the 1960s and 1970s working women began to increase significantly and by the 1980s over half of America′s wives worked outside the home. This social revolution has placed a major burden on women and the associated conflicts have been researched, analysed and publicized, generally from the female viewpoint. However, few studies have also included the male viewpoint. Therefore compares how feelings of guilt, resulting from work‐family conflicts, differ or are similar between husbands and wives and can aid in the counselling of employees in the workplace who are troubled with guilt. The effective counselling of the human resource in today′s organization is a must. The effective utilization of individuals in organizations thus requires a better understanding of the effect of guilt on their personal perceptions, motivations, and behaviours.

Details

Employee Councelling Today, vol. 5 no. 3
Type: Research Article
ISSN: 0955-8217

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Article
Publication date: 1 November 1999

Jack L. Simonetti

Explores the key pieces of today’s career survival and success puzzle. A survey of more then 5,000 managers (both stateside and internationally, and from CEOs to supervisors) was…

1279

Abstract

Explores the key pieces of today’s career survival and success puzzle. A survey of more then 5,000 managers (both stateside and internationally, and from CEOs to supervisors) was conducted using an open‐ended questionnaire. Managers were asked to list what factors they had found in their careers to be the keys to their career survival and success. This list was then compiled and analyzed. It was found that 20 factors were the most often mentioned factors for career survival and success. This list was then again sent to managers and yielded ten factors as being the key pieces of the career survival and success puzzle. Discusses these ten key pieces to the career survival and success puzzle and suggests that in today’s competitive global environment it is important that they be properly integrated together, to give managers their best opportunity career‐wise to survive and succeed.

Details

Career Development International, vol. 4 no. 6
Type: Research Article
ISSN: 1362-0436

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Article
Publication date: 1 July 1998

Clinton O. Longenecker, Jack L. Simonetti and David LaHote

Formal management education is a rapidly growing organizational strategy to enhance management development and performance. While many organizations worldwide count on management…

1417

Abstract

Formal management education is a rapidly growing organizational strategy to enhance management development and performance. While many organizations worldwide count on management education as an improvement vehicle they frequently fail to take proactive steps to ensure that the management educational process itself is an effective learning experience. Secondly, management education efforts often fail to provide an organizational return‐on‐investment because they lack systematic and programmatic vehicles to follow‐up and encourage on the job application of learning. This article will review the findings of a study of 152 seasoned managers with extensive management educational experience. It will present input on how to maximize managerial learning and organizational ROI when using formal management education programs. It will also discuss methods to assess and improve your organization’s current approach.

Details

Career Development International, vol. 3 no. 4
Type: Research Article
ISSN: 1362-0436

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Article
Publication date: 1 November 1999

David LaHote, Jack L. Simonetti and Clinton O. Longenecker

The second part of the article aims to show how the principles established during the evolution of the management development program at Aeroquip‐Vickers can be applied to other…

Abstract

The second part of the article aims to show how the principles established during the evolution of the management development program at Aeroquip‐Vickers can be applied to other organizations. In particular, the design of each manager’s individual development program is a responsibility shared between the organization and the manager themselves. It was also found that most managers remember and learnt most from real, challenging situations they had to deal with and development programs need to recognise this by incorporating challenging assignments and opportunities as well as training and education.

Details

Industrial and Commercial Training, vol. 31 no. 6
Type: Research Article
ISSN: 0019-7858

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Article
Publication date: 1 December 1995

Nick Nykodym, Sonny S. Ariss, Jack L. Simonetti and Jean Plotner

Analyzes recent thought relating to the forced restructuring ofbusinesses. In general, businesses are unable to compete in the newglobal environment in their present state because…

1373

Abstract

Analyzes recent thought relating to the forced restructuring of businesses. In general, businesses are unable to compete in the new global environment in their present state because of worldwide competition; national changes involving mergers, bank failures and company takeovers. Companies which can incorporate a team philosophy into their organizations will have a better chance of surviving in the year 2000. Details the new and more stringent requirements that are placed on leadership and the empowerment of teams through leadership. Focuses on information as to how to choose the right leadership and teams. Uses significant examples of businesses which have successfully restructured to illustrate the importance of fostering a leadership style which will advocate teamwork.

Details

Empowerment in Organizations, vol. 3 no. 4
Type: Research Article
ISSN: 0968-4891

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Article
Publication date: 1 December 1994

Nick Nykodym, Jack L. Simonetti, Warren R. Nielsen and Barbara Welling

Explains the development of employee empowerment from its beginnings asAmerican academic research to its successful adaptation by the Japanesemanagement and later US management…

16036

Abstract

Explains the development of employee empowerment from its beginnings as American academic research to its successful adaptation by the Japanese management and later US management. In its present state employee empowerment or participation flourishes in many different methods of management and takes many different forms in its practice. Examines contingent factors affecting implementation of participative management practices and points out the various dilemmas to avoid.

Details

Empowerment in Organizations, vol. 2 no. 3
Type: Research Article
ISSN: 0968-4891

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Article
Publication date: 1 August 1999

Clinton O. Longenecker, Jack L. Simonetti and Thomas W. Sharkey

The purpose of this research is to review the perceptions of 359 front‐line management personnel as to why their organizations fail to achieve desired results and to draw lessons…

7599

Abstract

The purpose of this research is to review the perceptions of 359 front‐line management personnel as to why their organizations fail to achieve desired results and to draw lessons for organizational practice on how to prevent failure and improve organizational performance. Managers from 30 organizations were asked to rate the impact that 25 different performance factors have on their ability to get desired results. The results of the study identified a variety of people and leadership factors as the primary causes of poor performance, while factors such as technology, finances, and government regulations ranked significantly lower in the rankings.

Details

Management Decision, vol. 37 no. 6
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 1 April 2003

George W. Watson

The theory of an interest‐driven ideology is applied with the intention of revealing ways that ideological discourse constructs perceptions of fairness, legitimacy and…

2253

Abstract

The theory of an interest‐driven ideology is applied with the intention of revealing ways that ideological discourse constructs perceptions of fairness, legitimacy and defensibility in organizational change. A framework for analyzing ideological content in change discourse is presented and several corporate communications addressing layoffs and the new work relationship are evaluated. Results reveal the many ways that ideologies are invoked in order to influence judgments about organizational change.

Details

Journal of Organizational Change Management, vol. 16 no. 2
Type: Research Article
ISSN: 0953-4814

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