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Article
Publication date: 1 February 1977

Tom Kilcourse

Transactional analysis (TA) presents a model of man which has found applications far removed from the psychiatric practice of Dr Eric Berne, its originator. TA theory posits man…

Abstract

Transactional analysis (TA) presents a model of man which has found applications far removed from the psychiatric practice of Dr Eric Berne, its originator. TA theory posits man as a being having three separate, identifiable ego states, namely child, adult and parent. There are two senses in which the term “transactional analysis” is used: as a generic term covering several analytic elements, and as a specific term relating to the analysis of transactions between people. The main analytic elements falling under the generic heading are known as games analysis, transactional analysis in the specific sense, structural analysis and script analysis. This article uses TA generally in its broader sense

Details

Journal of European Industrial Training, vol. 1 no. 2
Type: Research Article
ISSN: 0309-0590

Article
Publication date: 1 April 1977

Ron Clements

Tom Kilcourse has referred to the increasing introduction of Transactional Analysis to industrial organisations and he expressed some realistic concerns about the process.

Abstract

Tom Kilcourse has referred to the increasing introduction of Transactional Analysis to industrial organisations and he expressed some realistic concerns about the process.

Details

Journal of European Industrial Training, vol. 1 no. 4
Type: Research Article
ISSN: 0309-0590

Article
Publication date: 1 February 1984

Tom Kilcourse

Working as a consultant in the field of team development, I frequently find myself at odds with people who have different perceptions about the nature of the work. This confusion…

Abstract

Working as a consultant in the field of team development, I frequently find myself at odds with people who have different perceptions about the nature of the work. This confusion was actually expressed in print when in 1980, following the publication of my article on team problem diagnosis, another consultant wrote of his “simpler” method. This turned out to be the “LIFO” system. Again, similar misunderstanding arose in 1982, within a large client organisation in the public sector. The client had undergone major reorganisation, and it had been decided to create an internal consultancy role, a central function of which was to be team development. I was engaged to train those appointed to the role, with emphasis on the skills required by internal consultants. It came as some surprise therefore to be told during a seminar with some of the organisation's directors, that “team building” had recently been conducted in the area concerned. I had not yet trained the internal consultants. It emerged of course that their “team building” and my “team development” were entirely different processes. Impatient to “get things moving”, the organisation had initiated a programme of “team‐building” activity based on packaged exercises, mainly concerned with the analysis of management style.

Details

Journal of European Industrial Training, vol. 8 no. 2
Type: Research Article
ISSN: 0309-0590

Article
Publication date: 1 April 1985

Tom Kilcourse

Influencing other people's behaviour or attitudes is an activity central to the management role. Indeed it may be accepted by some as a reasonable definition of…

Abstract

Influencing other people's behaviour or attitudes is an activity central to the management role. Indeed it may be accepted by some as a reasonable definition of management—“getting things done through people”. Yet the question of the source of that influence is a complex one. The simple notion of power as the only, or even the primary, source does not stand up to close examination, not least because the manager has little or no power over most of those to be influenced. The figure varies, depending on which piece of research one believes, but 60 per cent is a fairly conservative estimate of the proportion of the average manager's time spent with people who are not subordinates. It is fair to expect that many of these contacts will actually have some power over the manager, who nevertheless has to influence their decisions or activity.

Details

Journal of European Industrial Training, vol. 9 no. 4
Type: Research Article
ISSN: 0309-0590

Article
Publication date: 1 March 1994

Tom Kilcourse

Questions the value of the current emphasis on NVQs and MBAs indeveloping managers for a turbulent future. Aimed at colleagues in themanagement development field, argues that…

1368

Abstract

Questions the value of the current emphasis on NVQs and MBAs in developing managers for a turbulent future. Aimed at colleagues in the management development field, argues that their role is strategic and that the separation of MD and OD is harmful. Competences are specific to organizational culture, and the individual needs to develop in parallel with the organization. Suggests that those should not be considered as separate processes. Also points out that the more general competences are, the less useful they become within the organization.

Details

Journal of European Industrial Training, vol. 18 no. 2
Type: Research Article
ISSN: 0309-0590

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Article
Publication date: 1 February 1995

Tom Kilcourse

“Perception is our bridge with the future, determining whichfuture we create for ourselves”. For many organizations the“bridge” is far too narrow. The way we organize…

398

Abstract

“Perception is our bridge with the future, determining which future we create for ourselves”. For many organizations the “bridge” is far too narrow. The way we organize ourselves, particularly the way we manage career progression, ensures a blinkered view from many boardrooms. In a time of comprehensive, radical change, that can mean failure to survive. Argues that the management development function has a key role to play here. More attention should be given to enriching the perceptual backcloth against which top decisions are made. Presents a model to show how organizational behaviour leads to narrowness, and what needs to be done to broaden the “bridge”.

Details

Journal of Management Development, vol. 14 no. 1
Type: Research Article
ISSN: 0262-1711

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Article
Publication date: 1 June 1995

Tom Kilcourse

Charts the development of the training industry from the 1960straining boards to the new training and enterprise councils. Decries therapid proliferation of business schools…

686

Abstract

Charts the development of the training industry from the 1960s training boards to the new training and enterprise councils. Decries the rapid proliferation of business schools, suggesting that the provision of management training has become a production line. Asserts that change and flatter organizations mean a new challenge for managers and therefore a new national strategy for the development of British management if required.

Details

The Learning Organization, vol. 2 no. 2
Type: Research Article
ISSN: 0969-6474

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Article
Publication date: 1 December 1996

Tom Kilcourse

Argues that much of what has been taught in recent years on human resource management ignores the reality of globalization. Deregulation and new technology have shifted power to…

2119

Abstract

Argues that much of what has been taught in recent years on human resource management ignores the reality of globalization. Deregulation and new technology have shifted power to the employer, leaving sellers of labour competing in a buyers’ market: labour is divided into a core élite, necessary to corporate strategy, a highly skilled second rank, probably self employed, and “the rest”. Contends that if a country such as the UK is to attract investment by offering a highly trained human “resource”, we may have to abandon our egalitarian approach which pretends that any one of “the rest” can become a “second ranker” or a member of the élite. Predicts shrinkage in the human resource development function.

Details

Journal of European Industrial Training, vol. 20 no. 9
Type: Research Article
ISSN: 0309-0590

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Article
Publication date: 1 December 1994

Tom Kilcourse

By subjugating the judgement of its managers to systems, or to the egoof a Messianic MD, modern organizations squeeze out the very humanqualities for which they are paying. Argues…

1494

Abstract

By subjugating the judgement of its managers to systems, or to the ego of a Messianic MD, modern organizations squeeze out the very human qualities for which they are paying. Argues for greater emphasis on value management, with top people demonstrating the ethics which they espouse. Gives examples of behaviour which arises when there is no clear moral lead. Organizational effectiveness suffers when we ask people to accept from the corporation a set of values which would not be tolerated in individuals. Suggests what might be done to correct the situation.

Details

Management Decision, vol. 32 no. 9
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 1 June 1985

The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains…

12724

Abstract

The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains features to help the reader to retrieve relevant literature from MCB University Press' considerable output. Each entry within has been indexed according to author(s) and the Fifth Edition of the SCIMP/SCAMP Thesaurus. The latter thus provides a full subject index to facilitate rapid retrieval. Each article or book is assigned its own unique number and this is used in both the subject and author index. This Volume indexes 29 journals indicating the depth, coverage and expansion of MCB's portfolio.

Details

Management Decision, vol. 23 no. 6
Type: Research Article
ISSN: 0025-1747

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