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11 – 13 of 13Nigel F. Piercy and Nikala Lane
Suggests that one of the most critical problems faced in achieving the implementation of market strategies is building consensus among managers and technical specialists that…
Abstract
Suggests that one of the most critical problems faced in achieving the implementation of market strategies is building consensus among managers and technical specialists that change in strategy is needed, to respond to change in the outside marketplace. Observes that without the belief of key players in the need for strategic change, attempts to implement new strategies are likely to be ineffective. However, building this consensus is not likely to be achieved by management direction alone. We face the barrier of corporate culture acting as “the way we see things here”. Demonstrates a structured approach to building real market understanding among key players and line managers as a precursor to developing and implementing new market strategies, which has been used with a large number of companies. It is not a perfect answer, but the approach has proved useful in helping to break free of the inertia of the status quo in managers’ minds. The technique also has some notable implications for the role of the marketing planner and analyst ‐ a move from “teller” and reactive information provider, to manager of the continual process of building market understanding.
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Women in Management Review Volume 8 No. 7 of this journal contains four articles of interest. In the first, entitled “Women Managers in the Former USSR: A Case of ”Too Much…
Abstract
Women in Management Review Volume 8 No. 7 of this journal contains four articles of interest. In the first, entitled “Women Managers in the Former USSR: A Case of ”Too Much Equality?“” Sheila M. Puffer discusses the conditions experienced by women in the former USSR who are aspiring to or are currently occupying managerial positions. Soviet women feel the pressure of two societal forces: they are expected to work as well as to be the primary person responsible for home and family. Many complain: “We have too much equality”. Previews the statistics on women in the labour force in the former USSR, and examines seven factors affecting Soviet women's access to managerial positions: (1) the perception of management as a masculine domain, (2) cultural constraints on women's roles, (3) women's roles in family life, (4) the stage of the country's economic development, (5) social policy, (6) access to higher education and (7) organisational context. Concludes with an assessment of the prospects for Soviet women in managerial positions.