{"title":"Recruiting executives in business","authors":"Francesca Spinelli Souza, J. Zajas","doi":"10.1108/09533239510086592","DOIUrl":"https://doi.org/10.1108/09533239510086592","url":null,"abstract":"Explores the dimensions of recruiting executives from an organizational and conceptual perspective. Discusses several key topics such as selecting team players, internal and external recruitment and identifying career requirements. Also deals with identifying and fostering organization values, and the selection interview.","PeriodicalId":201151,"journal":{"name":"Executive Development","volume":"36 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1995-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129186442","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Beyond goal setting","authors":"J. Zajas, Earl Brewster","doi":"10.1108/09533239510086574","DOIUrl":"https://doi.org/10.1108/09533239510086574","url":null,"abstract":"There are many interactive forces at work in our global economy that make it increasingly challenging for executives today to plan and prepare accurately for many dynamic business careers. Changes in demographics, economic cycles, technology, and social or political structures accentuate the challenge. To survive in a highly competitive job market, executives do well to set and achieve progressive goals in a variety of career, financial and life areas. Yet goal setting alone is not enough. Examines key interpersonal factors that contribute significantly to an executive′s career success. Provides examples of managers who have done well in their careers and who offer valuable advice to prospective career seekers. Offers concepts, suggestions, and examples to help executives to enhance their self‐marketing skills, and thus their competitive edge.","PeriodicalId":201151,"journal":{"name":"Executive Development","volume":"30 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1995-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128185840","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Crushed by the job crash? Analyse, energize","authors":"Olive D. Church","doi":"10.1108/09533239510086600","DOIUrl":"https://doi.org/10.1108/09533239510086600","url":null,"abstract":"Examines how executives can recover from a “crash” at work – i.e. a situation requiring executives to find new employment. Considers the importance of knowing oneself. Goes on to discuss the characteristics of different forms of employment.","PeriodicalId":201151,"journal":{"name":"Executive Development","volume":" 8","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1995-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132094277","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Learning to manage risk in public services","authors":"Ashley Dowlen","doi":"10.1108/09533239510086367","DOIUrl":"https://doi.org/10.1108/09533239510086367","url":null,"abstract":"Managing risk is a growing concern of operational managers who face legislative change, financial constraint, increasing litigation and more rigorous external scrutiny. Describes an approach to helping managers in a social services department to consider and deal more effectively with the risks encountered in day‐to‐day service delivery by focusing their problems in a way which assists in determining effective learning strategies. Identifies, key issues of concern both from the risk management literature and by interviewing managers themselves, alongside the exploration of practical methods of improving effectiveness. These routes enabled learning priorities to be established, which were incorporated in a carefully devised learning programme to help managers in dealing with the complexities of risk in their day‐to‐day work.","PeriodicalId":201151,"journal":{"name":"Executive Development","volume":"16 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1995-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133646922","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"What is a director’s role?","authors":"Branton Kenton","doi":"10.1108/09533239510086358","DOIUrl":"https://doi.org/10.1108/09533239510086358","url":null,"abstract":"UK directors are presently engaged in cost‐cutting exercises in order to improve the efficiency of their business. This is a necessary part of their role which spans policy, strategy and operations. One reason for this focus on efficiencies may be the recent recession, another may be that directors no longer have the option to be effective instead. For to be effective implies having a sense of somewhere to go. This requires a strong sense of purpose. Strong purpose is based on the personal values and beliefs of a leader. It requires a soul‐attachment that is worlds away from the dispassionate scrutiny of cost‐cutting initiatives.","PeriodicalId":201151,"journal":{"name":"Executive Development","volume":"16 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1995-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115336842","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"The synolic approach to human resource development","authors":"A. Barratt, Dimitri P. Georgides","doi":"10.1108/09533239510086385","DOIUrl":"https://doi.org/10.1108/09533239510086385","url":null,"abstract":"The synolic approach to human resource development has been developed to help consultants and practitioners obtain a comprehensive perspective of the elements that contribute to HRD in terms of improving individual performance. Examines the key elements that need to be diagnosed and reviewed to ensure that all key issues can be actioned. Management trainers, OD practitioners and executives from all sizes of organizations can benefit from the messages. As we enter the twenty‐first century, with downsizing and outsourcing of organizations, what is left of executives will need to be highly effective, versatile, flexible and high performers.","PeriodicalId":201151,"journal":{"name":"Executive Development","volume":"68 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1995-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132525514","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"The whistleblowers’ charter","authors":"G. Vinten","doi":"10.1108/09533239510086376","DOIUrl":"https://doi.org/10.1108/09533239510086376","url":null,"abstract":"Whistleblowing – the unauthorized disclosure of illegal or unethical conduct within an organization – has an ancient lineage, although the first known use of the term rather than the concept was in 1963. Far from being subversion, it is a vital, almost indispensable control device. This is seen in case study examples of the Challenger disaster, the North Sea oil rigs and international banking. Despite this, whistleblowers experience discrimination and retaliation. One way forward is to set up codes of practice that will distinguish valid from invalid forms of whistleblowing, and ensure that the contribution of whistleblowers to the organization is maximized and public interest is not sacrificed.","PeriodicalId":201151,"journal":{"name":"Executive Development","volume":"48 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1995-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125745720","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Business process re‐engineering","authors":"C. Coulson-Thomas","doi":"10.1108/09533239510086330","DOIUrl":"https://doi.org/10.1108/09533239510086330","url":null,"abstract":"Business process re‐engineering (BPR) and the learning organization are widely discussed management concepts. While both could be, and sometimes are pursued in the same organization, the first tends to be perceived as a means and the latter as an end of corporate transformation. Examines the development aspects of BPR and whether in practice its application helps or hinders the development of the learning organization. Draws on the results of COBRA, a pan‐European examination of BPR experience and practice, which has found that the reality of BPR application does not always match its rhetoric. BPR exercises tend to be concerned with working people harder rather than smarter and the development implications of implementing different approaches to BPR are rarely fully thought through. Greater priority needs to be devoted to agreeing and building roles, competences and behaviours.","PeriodicalId":201151,"journal":{"name":"Executive Development","volume":"56 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1995-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122251140","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Super confidence at work","authors":"Gael Lindenfield","doi":"10.1108/09533239510079491","DOIUrl":"https://doi.org/10.1108/09533239510079491","url":null,"abstract":"Argues that a modern organization depends for its life on staff who can function with high levels of autonomy and that active steps to build self‐confidence can make a significant contribution.","PeriodicalId":201151,"journal":{"name":"Executive Development","volume":"68 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1995-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128934595","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"The psychological contract of trust – part I","authors":"Robert W. Rogers","doi":"10.1108/09533239510079518","DOIUrl":"https://doi.org/10.1108/09533239510079518","url":null,"abstract":"Examines how organizations can create trust. Trust in organization strategies and top‐management direction is the critical component in creating a commitment towards a common goal. Argues that senior managers need to place a high value on trust and then communicate the value to everyone. Examines and identifies five crucial areas that affect trust.","PeriodicalId":201151,"journal":{"name":"Executive Development","volume":"33 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1995-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121960576","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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