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Focuses on the work of managers in new forms of organisations which are flexible, horizontally integrated, and decentralised. Although much has been written about managers, including their roles, functions, and skills, the organisational context is changing, and new perspectives are needed. A process perspective is a way of understanding the work of managers in these contexts. The paper suggests two pivotal management processes, the exercise of judgment and the use of influence, through which managers add value to more general organisational processes. Some directions for research are suggested and a classroom exercise for introducing graduate students to this topic area is outlined.

The purpose of this paper is to advance discussion of the efficacy of the current Australian competency training framework for credentialing and preparing front‐line employees for the hospitality and tourism industry.

Discussion focuses on the hospitality service encounter and the skills and competencies needed by front‐line employees to satisfy customers. Attributes different meanings to the term “skill” and explains how skill is conceptualized within the Australian competency framework. Illustrates this with examples.

Argues that the competency framework largely excludes key skills and attitudinal factors needed for competent performance, while emphasizing limited procedural skills at minimal levels of performance. Suggests that, due to its complexity and high staff turnover, the industry needs a more robust approach to credentialing and training its workforce.

Focus is on issues confronting the hospitality and tourism industry in Australia. May be useful for comparison purposes for those interested in training and service delivery systems. Implies that research is needed on the nexus between the service encounter and the competencies needed by employees.

Suggests approaches to developing industry and organizational capacity in three areas: analysis and review of skills; professional approach to job selection and placement; strategic approach to developing employees and supervisors in front‐line positions.

Clearly identifies shortcomings in the current framework. Links the service encounter with skills and competencies. Provides diagnostic questions for senior management to review their attitudes towards developing junior staff.

This article presents a framework for planned change processes that are transformational in nature. The framework provides a clear alternative to traditional approaches in organisation development (OD) which are generally suited to situations where smaller scale or incremental adjustments are required. It is structured around three core issues in organisational change management: the nature of organisations and what constitutes an improvement to them, appropriate strategies for levering change, and change agent roles. In the framework, special emphasis is placed on attitudes, beliefs and values as the key change levers in an organisational transformation. The usefulness and power of the framework are illustrated by a case analysis of a successful intervention involving over 50 consultants and a large number of organisations. The article concludes with a discussion of processes supportive of successful transformational change.

This paper is concerned with the relationship between poor learning processes and the acquisition of imperfect mental models, and their consequences in workplace situations which are hazardous. Seven different factors which may influence mental models to become flawed are proposed. The links between these flaws and three recent Australian industrial disasters are then explored. The paper concludes by discussing the benefits of a greater understanding of poor learning processes as a basis for more focused and contextualised approaches to organisational development.

The implementation of the policy of devolution in the government school system of Victoria, Australia, has significantly enhanced the opportunities for teachers to become involved in the decision making of schools. This article reports on a study designed to investigate the factors associated with involvement. Analysis of the data found teacher involvement in the decision making of schools to be associated with: gender; seniority and organizational responsibility; age and teaching experience; affiliation with the teachers association; the influence of the principal; the individual's sense of personal, political and professional efficacy; the individual's confidence and trust in the organization and its administration; the conflicting demands, anxiety and pressure of time; and the perceived effects of participation on curriculum and teaching practice.

This is a narrative describing events that led to four women finding their courage to save a nonprofit. Theirs was not the kind of courage that you see in movies where a hero saves the planet. Their courage was subtle, faint, and quiet. Their courage was driven by conviction and belief that someone must always do the right thing, despite the circumstance. The situation and circumstance were a local nonprofit organization being put at risk. That risk would have expanded into the community and impacted the human service work of the organization. The courage in this narrative includes whistleblowing. Whistleblowing is action that is generally considered to be most difficult, due to the potential impact on personal income and reputation. It took courage for three women, who remain anonymous to this day, to become whistleblowers. These women took a risk; they became vulnerable to fear of exposure, as they put their family incomes and personal reputations on the line. This is also the story of a novice chairwoman of a passive board of directors. She was forced to step outside her comfort zone to find and claim her courage. She was tasked with protecting the whistleblowers, addressing the issues, and resolving the problem. Yes, courage is just a seven-letter word, but when you are involved in a situation or circumstance, the weight of courage can feel monumental. The courage of four women and the seven-letter word courage saved the reputation, the service to the community, and the nonprofit organization.

On April 2, 1987, IBM unveiled a series of long‐awaited new hardware and software products. The new computer line, dubbed the Personal Systems 30, 50, 60, and 80, seems destined to replace the XT and AT models that are the mainstay of the firm's current personal computer offerings. The numerous changes in hardware and software, while representing improvements on previous IBM technology, will require users purchasing additional computers to make difficult choices as to which of the two IBM architectures to adopt.