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Why are training results so often limited to changing someone's vocabulary, but not his behaviour? Why is it so much easier to teach someone to answer a question correctly in class than to apply that answer overtly to his work?

In recent years, organisations around the world have been seriously affected by a range of economic, political and social upheavals that have gathered momentum in most parts of the globe. The viability of the conventional (pyramidal) organisational structures is being challenged in conjunction with major shifts in the roles of mid and top managers. In many countries, the pace of the above socio‐economic events and uncertainties is happening at an unprecedented pace. Some markets are showing signs of potential gigantic expansions while others (historically prosperous) are on the verge of complete collapse (Dent, 1991). In responding to the socio‐economic challenges of the nineties, organisations (across the board) have resorted to dismantling the conventional pyramidal structure and adopting so‐called “leaner” structures (see Zeffane, 1992). The most common struggle has been to maintain market share in an economic environment increasingly characterised by excess labour supply (Bamber, 1990; Green & Macdonald, 1991). As organisations shifted their strategies from “mass production” to “post‐fordism” (see, for example Kern and Schumann, 1987), there has been a significant tendency to emphasise flexibility of both capital and labour in order to cater for the niche markets which are claimed to be rapidly emerging, world‐wide. This has resulted in massive organisational restructuring world‐wide.

The aim of this paper is to acknowledge and provide tips for ongoing motivation needs of an organization.

This article discusses several examples in the literature regarding motivational elements.

This article advocates for seeking new approaches to motivating employees as financial concerns deepen.

This is the author's point-of-view and experience.

Many entrepreneurs are enthralled with their company's technologies, products and potential markets. Invariably these emerging ventures present bedazzling business plans with industry-wise vernacular, detailed market research, and sophisticated financial spreadsheets. They often flaunt their “optimized business models.” Investors, however, typically want to know when and how the sales will start meeting the Plan. “Whereʼs the purchase order?” is the refrain. In this article, our “Practitionerʼs Corner” associate editor Joe Levangie collaborates with a long-time colleague, Deaver Brown, to address how businesses should “make sales happen.” Levangie warns that Brownʼs elitist education (Choate, Harvard College, Harvard Business School) should not be interpreted as a lack of “street smarts”; Brownʼs more entrepreneurially friendly credentials include winning Golden Gloves boxing medals and selling Fuller Brush products door-to-door! To ascertain how the entrepreneur can wrest an order from a prospective customer, read on.

Some of the best entrepreneurs fail early and often. Less talented or less committed entrepreneurs do not even get a second chance. Failure and setbacks, however, can be instructive.What lessons can be learned from these experiences? How can the entrepreneur (and investors) navigate around the potholes on the New Venture Highway? Read on.

SENSITIVITY to the attitudes and reactions of his employees is a fundamental attribute of any good manager. But how can the chairman of a large company obtain objective data to give him this information? One answer lies in using employee opinion surveys such as those we have used at IBM United Kingdom Limited over the past six years.

It is some years since the proposals for a new pattern of training for the specialist administrator were first considered, during which time local government has undergone reorganisation and a reappraisal of financial commitments, highlighting the need for administrative efficiency and creativity. The Diploma in Municipal Administration (DMA), first introduced through block release study and then, to meet changing needs, through day‐release or a combination of the two, is rapidly becoming accepted as the qualification most likely to meet the need of local authorities in developing their administrative function.

the problem of where and how to start In my first two articles I have made the point that the management trainer has to provide learning experiences in several distinct fields. I identified four such fields. One field I referred to as the KNOWLEDGE module and this knowledge related largely to management techniques and systems although some elements of management principle might be included. Then I identified an EXPERIENCE module or OPPORTUNITY TO APPLY IN PRACTICE module; this requires a different type of learning experience. After this came the third area which concerns the development of advanced MENTAL SKILLS such as decision‐making and problem‐solving. Then I treated that aspect of management which involves MANAGING THE HUMAN RESOURCE.

This study looked at the relationship between the four factors of transformational leadership – charisma, inspirational leadership, intellectual stimulation, and individualized consideration – and the leader’s preference for unethical behavior. Five ethical scenarios – bribery, endangering the physical environment, lying, personal gain, and favoritism – were studied using a sample of 100 pairs of managers and subordinates from four multinational organizations in India. Relationships between the leader’s ethical preferences and three outcomes – followers’ willingness to put in extra effort, perceived effectiveness, and satisfaction – were also analyzed. Findings indicate that inspirational leadership is negatively related to the leader’s preference for bribery and favoritism, and intellectual stimulation is negatively related to preference for bribery. Charisma and individualized consideration are not related to the leader’s ethical preferences. Followers’ willingness to put in extra effort is also negatively related to the leader’s preference for bribery and favoritism. Results also suggest that organizational culture might moderate the relationship between transformational leadership and ethics.

Sir Harold Wilson has accepted an invitation from the Open University Students Association to give the Fourth OUSA Lecture to be held at the University of York on 1 April, the pipe‐opener to the National Conference. Each year's lecture is always the view of the presenter, who is invited to give a perspective of Adult Education in general and the Open University in particular; Sir Harold, who on his retirement as Prime Minister said he would like to be remember for his involvement with the Open University, has entitled his lecture The Open University: Its Origin & Development.