Search results

The senior seminar is a seminar that places emphasis on small problem‐solving groups as an effective approach to executive development. It concentrates on combining management knowledge and skill development in an intense two‐week experience. Small groups have been a part of management development programmes for some time but they are not always used effectively or appropriately. Using the change process of unfreezing, changing and refreezing as a frame of reference, it is demonstrated how small groups play an important role in climate building for peer learning, integration of content and process, and providing for practice in using new skills. Guidelines are offered for applying and adapting the senior seminar approach.

Presents a survey of the global supply chain management (GSCM) literature with specific emphasis on the application of the process, services and products used by organizations to achieve competitive advantage and market position. Through case studies, we look at the current management practice used by multinational corporations such as Campbell Soup, Kmart, Dell Computer, Hewlett‐Packard, Digital Equipment Corporation, and Volvo for the development of a global supply chain partnership strategy. Next, based on the literature review and current management practices, we propose a practical model for implementing global supply chain principles within an organization. We conclude with a discussion of the implications for managers and academicians.

“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.

Through better participant selection, organisations can make better use of their management training budget. Companies often waste money by training the wrong type of person or by not preparing them properly prior to training. A management development plan should be used to identify suitable individuals for training and the type of training needed. The performance problems of existing managers should be diagnosed to distinguish between ability and motivation problems. There should be increasing managerial accountability for proper participant selection. The participant's manager should support his participant by following up his efforts to implement the training. Participant accountability should be implemented as recognition of their having gained something from the management training programme. As a result of these strategies, programmes will be more effective from the trainer's and organisation's perspective. Participants will be more motivated and committed to developing themselves as managers.

This issue is a selected bibliography covering the subject of leadership.

The purpose of this paper is to explore the use of a multidimensional model from the field of media reception for analyzing how a value statement in a Danish windmill company led to employee identification as well as organizational antecedents that influenced this identification. Further, the paper evaluates whether the proposed model can enhance understanding of the study of employee identification in a specific organizational situation and context.

The identification model extends a multidimensional model for media reception originally proposed by Schrøder in the field of media reception studies. The proposed model includes the following reception dimensions: comprehension, discrimination, implementation, motivation, and position.

This paper illustrates how employees from a Danish windmill company receive a value statement. A systematic application of the multidimensional model makes it possible to gain detailed insight into the active and complex process of employee identifications with organizational texts and how they may fluctuate in a specific context.

This analysis only focuses on the reception of a value statement. Future research could include the analysis of employee readings of other types of organizational texts.

The multidimensional identification model is an extension of a media reception model and is new in the field of organizational identification. The model offers a method for analyzing the complexity and multiplicity of employee readings of different types of organizational texts. This may be crucial for both researchers and managers as the model may help to uncover the antecedents that influence how employees receive organizational texts while taking the historical and situational context of the organization into consideration.

Attempts to consider how a founder has reduced equivocality in relation to support networks and reducing risks, especially in an international environment. Presents the case studies of five Danish and Australian born global companies. Considers different global models and their limitations. Presents the findings of recent surveys in this area. Concludes that internationalization has not been the primary objective in the founding process and gives direction for further research.

The intent and aim of the research was to look at a particular house type i.e. a terraced house with four floors, which is one of the popular designs commonly used in the last ten years in mass housing projects in Turkey. There are four alternatives of the type related with the cross-sectional relationship with the ground floor level. Emphasis was placed upon the "semi-cellar type" assuming that even though the level of residential satisfaction gradually increases with the possibility of interpreting the use of the open-plan floor space, and by proposing new design elements to create more adaptable and flexible spaces, the users may still experience dissatisfaction with designs where the space cannot be revised. With the use of a questionnaire, participants judged their own house as a whole and evaluated its uses for different functions and activities, complained in respect of changes required, and finally outlined their plans for the future. Despite the high level of satisfaction with having a garden (a unique characteristic in apartment-saturated Ankara), the aspect of dissatisfaction mostly referred to was the kitchen-garden relationship (or lack thereof). The residents, especially the older ones, were generally dissatisfied with the multi-storey design of their house. They prefer to remain on the backyard level without changing floors in different seasons. Besides, the users spending the longest time in the house complained more than the others and the people spending variable time in the house stated that they preferred to change the floors in different seasons. As compared to larger families, the smaller families were more likely to change floors.

Efforts to recruit and train ethnic minorities for the nursing profession have been slow. The barriers to diversity in nursing education can be grouped into three categories: negative perceptions of nursing as a career, use of traditional recruitment approaches, and the presence of aversive academic environments. National nursing or ganisations such as Sigma Theta Tau International, the Federal Division of Nursing, and the American Association of Colleges (AACN) agree that recruiting under‐represented groups into nursing as a priority. In response to the need for diversity in nursing education and practice, a framework for viewing nursing within the broader context of ethnic diversity in health professions is crucial. The Leadership Enhancement and Development (LEAD) for Minority Nurses in the New Millennium model provides a contemporary framework for increasing ethnic diversity and leadership in nursing.