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В разделе собрана информация о статьях по экономике, социологии и менеджменту. Во многих случаях приводятся полные тексты статей. (подробнее...)

Journal of Management Development

Опубликовано на портале: 01-10-2003
Ed Kur, Richard Bunning Journal of Management Development. 2002.  Vol. 21. No. 10. P. 761-779. 
Corporate leadership development can no longer simply rely on planning the replacement of existing leaders. The function of leadership is moving from a transactional to a transitional mode and leaders will increasingly work to inspire knowledge era workers within a constantly changing organisation to embrace an unknown future. In order to meet this leadership development challenge, this article proposes a three-track model of leadership development based on theory and practice. It is aimed not at individual leaders, but at the total leadership function. The three tracks are: a business track where individuals study the total enterprise and its business environment; a leadership track which teaches behaviourally-based skills to influence individuals, teams and the total organisation; and a personal track where the individuals understand themselves and how to best manage their personal resources.
ресурс содержит гиперссылку на сайт, на котором можно найти дополнительную информацию
Опубликовано на портале: 10-01-2003
Frank G.M. Post Journal of Management Development. 1989.  Vol. 8. No. 1.
As a result of its "stakeholder" approach, human resource development strategies were developed and successfully implemented to serve a most important stakeholder group - the employees - by an international computer corporation. Information about the company and its history is presented, the stakeholder concept chosen is described, including all the human resource strategies and a model to show how these are integrated, and an evaluation is given based on the organisation's experiences to date.
Опубликовано на портале: 06-10-2003
Victoria Miroshnik Journal of Management Development. 2002.  Vol. 21. No. 7. P. 521 - 544 . 
This is a review article on the effectiveness of cross-cultural managements of multinational companies. Analysis is based on the relationships between national and corporate culture and these corporate cultures vary across nations and how multinational companies can adopt the national differences.
Опубликовано на портале: 06-10-2003
Guvenc G. Alpander Journal of Management Development. 1995.  Vol. 14. No. 8. P. 4 - p18 . 
Suggests that adopting fashionable activity-centred programmes such as TQM or re-engineering, to parts of the entire organization without a general strategy tying them to long-term corporate goals, seldom leads to desirable results. Indicates how an organization can build a climate which fosters creativity, harmony and teamwork, where continuous improvement becomes a way of life. Describes an integrated organizational development programme and its application in Bangor Hydro-Electric Company. Shows how the company changed its culture, structure and operating procedures in order to to meet the demands of its rapidly changing environment.
ресурс содержит гиперссылку на сайт, на котором можно найти дополнительную информацию
Опубликовано на портале: 19-09-2003
Tom Baker Journal of Management Development. 2002.  Vol. 21. No. 3/4. P. 306 - 314. 
The shift from product-focused to customer-focused organisational structures is motivated by the need to come closer to the problems the customer is trying to solve. This shift and the continuing demand for customer workers presents managers, human resource practitioners and workers with challenges that go beyond the development of customer skills. Customer relationship management is a mix of technical and human capacities. These challenges need addressing if companies are to continue to compete in a service-based economy.
ресурс содержит гиперссылку на сайт, на котором можно найти дополнительную информацию
Опубликовано на портале: 01-09-2003
Golnaz Sadri Journal of Management Development. 2001.  No. 10. P. 853-859. 
Defines the concept of corporate culture and shows how it affects organizations (both positively and negatively). Corporations that have been successful in establishing and fostering positive cultures are profiled. The authors find that an effective culture must be aligned with employee values and be consistent with the environment in which the organization operates. While it is best to establish a positive culture with which employees can identify during an organization's infancy, it is possible to change an existing culture. Such change is best accomplished by modeling desired behavior at all levels of management and by planning events that foster frequent interaction among cross-functional employees. Concludes that a positive culture can provide a significant competitive advantage.
Опубликовано на портале: 03-10-2003
Golnaz Sadri Journal of Management Development. 2001.  Vol. 20. No. 9/10. P. 853 -859 . 
Defines the concept of corporate culture and shows how it affects organizations (both positively and negatively). Corporations that have been successful in establishing and fostering positive cultures are profiled. The authors find that an effective culture must be aligned with employee values and be consistent with the environment in which the organization operates. While it is best to establish a positive culture with which employees can identify during an organization's infancy, it is possible to change an existing culture. Such change is best accomplished by modeling desired behavior at all levels of management and by planning events that foster frequent interaction among cross-functional employees. Concludes that a positive culture can provide a significant competitive advantage.
ресурс содержит гиперссылку на сайт, на котором можно найти дополнительную информацию
Опубликовано на портале: 09-01-2003
Larry W. Hillman, David R. Schwandt Journal of Management Development. 1990.  Vol. 9. No. 3.
Providing help through feedback is a key task of any manager. In the context of a performance management model, the ways in which managers can effectively provide ongoing performance feedback are explored. It is concluded that basic communication skills, such as attending, reflecting, exploring, self-disclosing, and acceptance by the supervisor will enhance the effectiveness of feedback.
Опубликовано на портале: 09-01-2003
Luh Luh Lan, Jean Lee Journal of Management Development. 1997.  Vol. 16. No. 1. P. 43 - 52. 
Examines the impact of public policies on the entry of women into the workforce in Singapore, using force-field analysis to study the counteracting forces created by the mixed policies which can either drive or restrain women from entering the job market. Suggests that although there has been an increase in Singapore's female workforce participation rate in the last few decades, more measures could be devised to encourage more women to participate in the workforce.
Опубликовано на портале: 10-01-2003
Joost Ardts, Paul G.W. Jansen Journal of Management Development. 2002.  Vol. 20. No. 2. P. 159 - 167. 
In the last couple of years, attention to organisation socialisation has increased greatly; this is the learning process by which newcomers develop attitudes and behaviour that are necessary to function as a fully-fledged member of the organisation. After all, the more effective and efficient the socialisation, the sooner a newcomer can be productive for the organisation. This is especially true for a specific group of newcomers, the future managers, as they frequently point out that they are not well prepared for their tasks and their new identity as managers, but are expected to propagate the company policy. The article discusses research that assists organisations to steer the socialisation of new employees. It also provides the framework whereby the link between abstract socialisation tactics and concrete personnel instruments, such as introduction programs, training and education, career planning, career counselling, and performance appraisals, will be realised.
Опубликовано на портале: 20-08-2003
Paul G.W. Jansen, Mandy E.G. van der Velde, Inge A. Telting Journal of Management Development. 2001.  Vol. 20. No. 4. P. 318 - 331. 
В данном лонгитюдном исследовании изучается влияние 105 различных HR-практик, сгруппированных в четыре сферы (набор персонала, развитие HR, факторы гигиены, поддерживающий климат), на рост или снижение количества мужчин и женщин, работающих на различных иерархических уровнях. Помимо четырех указанных областей HR, анализировалось влияние соотношения полов, первоначально имевшегося в этой программе. Результаты показывают, что первоначальное соотношение полов сильнее всего влияло на продвижение мужчин и женщин. Удивительно, что и женщины, и мужчины выигрывали от преобладания женщин на высших рабочих уровнях. Если же не учитывать влияние соотношения полов, получается, что на продвижение мужчин и женщин на высшие рабочие уровни негативно влияют практики гигиены и не влияет укомплектование персоналом и практики развития и поддержки.