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

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Culture and international management: a review (Культура и международный менеджмент: обзор) [статья]

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.

Customer-focused organizations: Challenges for managers, workers and HR practitioners [статья]

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.
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The breaking in of new employees: effectiveness of socialisation tactics and personnel instruments (Провалы в работе недавно нанятого персонала: эффективность тактики социализации и инструментов управления персоналом) [статья]

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.