Search results

To examine organizational diagnostics taken from the best practice model of change as organizational diagnostic factors in a specific type of business such as family businesses. These account for many of companies in Asia and are regarded as a special from the mixture of management focus on business, family and ownership.

In order to manage changes in family business successfully, the organizational diagnostic factors are analyzed from executives' in‐depth interviews with Thai family businesses that implement new IT systems.

Communication, generation, ownership, family structure, politics and national culture are six diagnostic factors in Thai family businesses that are not the same as the model of change.

Consultants and change agents in family businesses, especially in Asia, can use these factors as an additional guideline for their effective change management.

This paper identifies the key relationships of organizational effectiveness and leadership in southeast Asia. Managers from 1,065 multinational companies based in Thailand and representing 31 different nationalities participated in this study. International leader characteristics and organizational culture are found to determine an appropriate multicultural management style. Executive motivation is strongly influenced by this multicultural management style. Different dimensions of organizational effectiveness, including return on assets, most admired, job satisfaction and personal satisfaction are related to specific aspects of leader characteristics, organizational culture and multicultural management style.

Argues that human‐resource (HR) specialists have valuable skills that can help to get the most out of volunteers who come forward in the aftermath of a disaster.

Uses the experience of the tsunami disaster in Thailand to show what could have been done better if more effective HR systems had been in place.

Emphasizes the importance of good recruitment, selection, orientation, job allocation and compensation practices for a volunteer workforce.

Demonstrates that – like doctors, nurses and other key groups of workers – HR specialists can provide real, practical help in the aftermath of a disaster.

Highlights some similarities and differences between good HR practice in business and voluntary organizations.