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The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains…
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The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains features to help the reader to retrieve relevant literature from MCB University Press' considerable output. Each entry within has been indexed according to author(s) and the Fifth Edition of the SCIMP/SCAMP Thesaurus. The latter thus provides a full subject index to facilitate rapid retrieval. Each article or book is assigned its own unique number and this is used in both the subject and author index. This Volume indexes 29 journals indicating the depth, coverage and expansion of MCB's portfolio.
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Hussein H. Elsaid and John R. Schermerhorn
The future of higher education for business and management is discussed against the framework providedby the 1959 Gordon‐Howell and Pierson reports, and the 1988 Porter and…
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The future of higher education for business and management is discussed against the framework providedby the 1959 Gordon‐Howell and Pierson reports, and the 1988 Porter and McKibbin report. In light of the concern for rapid and uncertain environmental change,a model of business school roles in contemporary society ‐ passive provider, participating provider, and pathfinding provider ‐ is presented. Implications forbusiness curricula and faculty are examined. Further attention is given to the needs for greater vertical and horizontal integration of business schools with their external environments. A final caution advises that business schools should seek to respond to future challenges without sacrificing their own identities which are essential to the emergence of true institutional excellence.
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John R. Schermerhorn, Robert S. Bussom, Hussein Elsaid and Harold K. Wilson
Experience of a middle management training project in Egypt highlights the importance of interorganisational issues in planning and implementing management training projects in…
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Experience of a middle management training project in Egypt highlights the importance of interorganisational issues in planning and implementing management training projects in developing countries. The initial recognition of local interorganisational networks, identifying key organisations and their representative personnel, and actively working with networks from the perspective of planned interorganisational development activities (IOD) will ensure maximum local environmental support for a project.
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“Productivity” has been the predominant managerial concern of the 1980s. Possible routes to high productivity are varied, but the present focus is on management development. The…
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“Productivity” has been the predominant managerial concern of the 1980s. Possible routes to high productivity are varied, but the present focus is on management development. The relationship between management development and productivity improvement offers many challenges. Answering these challenges lies with all those who advocate, design and implement managerial development programmes. This issue offers insights on how to facilitate productivity through effective management development that is both knowledge and behaviour oriented.
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Robert S. Bussom, Hussein Elsaid, John R. Schermerhorn and Harold K. Wilson
Most organised development efforts in developing countries have historically focused on health care, food sufficiency, infrastructure, or technical and vocational training…
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Most organised development efforts in developing countries have historically focused on health care, food sufficiency, infrastructure, or technical and vocational training. However, the need to enhance concurrently managerial and organisational capabilities has been increasingly recognised. This is currently being addressed in many developing countries through formal management development projects sponsored both locally and by such external agencies as the United States Agency for International Development (USAID) and the World Bank, among others. As interest grows in effectively accomplishing planned management development in such settings, and as the magnitude of resource commitments to development projects increases from local and international sources, there is a corresponding need for guidelines on how to do these development activities well in the settings of third world countries. The purpose of this paper is to suggest a comprehensive design for management and organisation development that incorporates learning from the author's experiences with a three‐year middle management training project conducted in Egypt.
John R. Schermerhorn and Michael Harris Bond
Individualism‐collectivism and power distance are among the dimensions of national culture frequently discussed in the leadership literature and in executive development…
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Individualism‐collectivism and power distance are among the dimensions of national culture frequently discussed in the leadership literature and in executive development programmes. Examines cross‐cultural leadership implications of the likely interaction of collectivism and high power distance. Includes a call for more awareness of how collectivism and power distance may together influence workplace behaviour. Suggests that this awareness needs to be incorporated in cross‐cultural leadership training and research agendas.
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Drew O. McDaniel, John R. Schermerhorn and Huynh The Cuoc
With its expanding economy, ambitious population, and location at the center of the Asia‐Pacific Rim, Vietnam has discovered an increasingly important need to develop its…
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With its expanding economy, ambitious population, and location at the center of the Asia‐Pacific Rim, Vietnam has discovered an increasingly important need to develop its managerial talents. In both government, state‐owned enterprises, and the rapidly growing private sector, organizations face the need to raise management skills to levels found elsewhere in the world.This paper examines the emerging environment for management development in Vietnam, giving special attention to the implications of the country’s recent history, infrastructure for education and training, and a changing socio‐economic scene. The authors’ experiences, including training initiatives in both Hanoi and Ho Chi Minh City, are suggestive of the opportunities and constraints that may be faced by those who visit Vietnam to aid in management development.
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Joshua Doane, Judy A. Lane and Michael J. Pisani
Volume 25 celebrates the 25th year of publication for the American Journal of Business (AJB). Launched by eight MAC schools of business in March 1986, the Journal has featured…
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Volume 25 celebrates the 25th year of publication for the American Journal of Business (AJB). Launched by eight MAC schools of business in March 1986, the Journal has featured more than 700 authors who have contributed more than 330 research articles at the intersection of theory and practice. From accounting to marketing, management to finance, the Journal prominently covers the breadth of the business disciplines as a general business outlet intended for both practitioners and academics. As the Journal reaches out beyond the MAC in sponsorship, authorship, and readership, we assess the Journal’s first quarter century of impact.
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Asma Abdullah is a corporate trainer and specialist in interculturalmanagement, training and education in Esso Production Malaysia Inc.,Kuala Lumpur. She designs and conducts…
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Asma Abdullah is a corporate trainer and specialist in intercultural management, training and education in Esso Production Malaysia Inc., Kuala Lumpur. She designs and conducts training courses in the human resource area for both national and expatriate employees. She is also a popular trainer and guest speaker on various aspects of intercultural management training in Malaysia and elsewhere. The purpose of this interview is to explore further Asma′s experiences and perspectives which have shaped her career in intercultural management training. The interview is organized into five parts dealing with Asma as a corporate trainer; her intellectual roots; the Malaysian culture; the influence of the American multinational; and cultural challenges for the intercultural management trainer.
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Yenny Salim and Brian H. Kleiner
Uses a case study to look at motivation, group interaction, communication, leadership and decision‐making. Concludes that the company is still faced with a number of problems in…
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Uses a case study to look at motivation, group interaction, communication, leadership and decision‐making. Concludes that the company is still faced with a number of problems in the process of a billingual dictionary compilation such as a loss of motivation due to the attitude of the chief editor and the boredom caused by the nature of work. Cites decision making as an issue in the absence of the editor and the need to bring in skill from other disciplines to assist in the process.
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