{"title":"Operating in Japan","authors":"Charlotte S. Stephens","doi":"10.1108/09533239510079536","DOIUrl":"https://doi.org/10.1108/09533239510079536","url":null,"abstract":"Japanese companies are successfully operating in other countries but foreign companies operating in Japan have not been as successful. An exception to this experience is the insurer, American Family Life Assurance Corporation (AFLAC), headquartered in Columbus, Georgia, USA. Over 75 per cent of its revenues are generated in Japan. Nevertheless, when AFLAC′s chief information officer initiated a joint development information systems project with AFLAC′s Japan branch, he faced many difficulties. Moving to Japan to facilitate this project, he finds the management process perplexing in terms of communication, office politics, and cultural differences. Since information‐systems work involves teamwork, working with these differences is essential to multinational corporations.","PeriodicalId":201151,"journal":{"name":"Executive Development","volume":"21 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":"134213096","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":"Coaching your employees: applying sports analogies to business","authors":"R. McNutt, P. C. Wright","doi":"10.1108/09533239510079545","DOIUrl":"https://doi.org/10.1108/09533239510079545","url":null,"abstract":"Discusses nine successful managers; most are coaches or managers in various sports. Each has a recipe for getting the most out of people. These principles are then applied to the world of business in a section titled: “Implications for practising managers”.","PeriodicalId":201151,"journal":{"name":"Executive Development","volume":"34 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":"134542041","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 leadership challenge of changing to a culture of empowerment","authors":"W. Randolph","doi":"10.1108/09533239510079482","DOIUrl":"https://doi.org/10.1108/09533239510079482","url":null,"abstract":"Changing an organization′s culture to one of empowerment is a tremendous leadership challenge. First, the process is long, as it involves defining both the big picture and the little pictures, and providing significant amounts of training. Second, the process can easily result in a leadership vacuum that paradoxically becomes an asset to the empowerment process. The experiences at the East Bay Region of Pacific Gas & Electric offer several key learnings relative to this leadership challenge.","PeriodicalId":201151,"journal":{"name":"Executive Development","volume":"54 11-12","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1995-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131790265","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":"Developing strategic processes for change in top management teams","authors":"M. Beeby, P. Simpson","doi":"10.1108/09533239510079527","DOIUrl":"https://doi.org/10.1108/09533239510079527","url":null,"abstract":"Over the last five years we have been working as change consultants and management development practitioners in the public sector with senior and middle managers. This article describes the non-prescriptive approach that we have adopted in helping these managers to face up to and work on change issues. We do not have a set of solutions to offer, but rather a framework that enables the managers to make sense of their experience and to plan effectively for action and change. We have been working at a time when the pressures for change in public sector organizations have never been greater. The requirement is for top management to develop an effective strategic process to manage what is nothing less than an organizational transformation. At all organizational levels there is at a minimum the need to be more cost-effective, to be more responsive to customers, and to use fewer resources. It appears that this UK public-sector experience resonates with that of European private sector managers. In a recent Ashridge Management College survey[1] of 150 companies, over 60 per cent of senior managers identified managing major organizational and culture change as their main priority.","PeriodicalId":201151,"journal":{"name":"Executive Development","volume":"1 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":"130432795","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":"Empowerment: Management Dilemma, Leadership Challenge","authors":"Philip J. Lowe","doi":"10.1108/09533239410071896","DOIUrl":"https://doi.org/10.1108/09533239410071896","url":null,"abstract":"There is a clear gap between the theory of empowerment and its practical application. Drawing on research by Harbridge Consulting Group, examines the problems inherent in implementing an empowerment initiative, considering especially the demands made on managers. Individual managers are seeing their supervisory and decision‐making roles eroded and, despite opportunities to act as coaches and facilitators, may feel threatened by, and unclear about, the empowerment process. Managers need to be encouraged to see themselves as “leaders”, mobilizing and aligning their staff, so that they become the engine of the process rather than a potential impediment.","PeriodicalId":201151,"journal":{"name":"Executive Development","volume":"87 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1994-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124402311","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":"Tesco – Competitive Management Development","authors":"Steve Hammett, Ken McMeikan","doi":"10.1108/09533239410071841","DOIUrl":"https://doi.org/10.1108/09533239410071841","url":null,"abstract":"Reports on development of a training and development strategy to meet the challenges of the 1990s facing a large food retailer. Starting with discussion groups to identify how First Class service could be achieved, reports on how this resulted in training to meet the needs of people in each store. The development of a competency framework was also essential to support the achievement of critical success factors.","PeriodicalId":201151,"journal":{"name":"Executive Development","volume":"13 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1994-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126828341","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":"How to Build Self‐directed Teams","authors":"R. Wellins, P. Sykes","doi":"10.1108/09533239410071904","DOIUrl":"https://doi.org/10.1108/09533239410071904","url":null,"abstract":"Organizations are facing stiff competition in the ever‐changing global market‐place and are sure to face increasing battles in the future. To position themselves for success in the coming decade, many organizations are making the transition to an empowered workforce. In an empowering environment, those closest to the job are given the responsibility to make decisions regarding their own work, and many times, their own customers. Implementing self‐directed teams is a step towards achieving an empowered culture. Details the five necessary steps for successful team implementation including: the six‐step process for designing teams, adopting team selection systems, addressing new training needs, initiating leadership transitions and changing roles, and rewarding team rather than individual performance.","PeriodicalId":201151,"journal":{"name":"Executive Development","volume":"53 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1994-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125150887","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":"Strategic Planning in Public Sector Organizations","authors":"Gregory K. Wilkinson, E. Monkhouse","doi":"10.1108/09533239410071878","DOIUrl":"https://doi.org/10.1108/09533239410071878","url":null,"abstract":"Examines strategy development in public sector organizations. Models used in the private sector must be adapted to accommodate the constraints of public and legal requirements.","PeriodicalId":201151,"journal":{"name":"Executive Development","volume":"80 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1994-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127017962","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":"Competences: Dialogue without a Plot? Providing Context through Business Diagnostics","authors":"A. Munro, Brendan Andrews","doi":"10.1108/09533239410071869","DOIUrl":"https://doi.org/10.1108/09533239410071869","url":null,"abstract":"Examines the role that competences have played in recent years. While it is acknowledged that competences have helped integrate human resource activity, expresses concerns about the capability of competences to help organizations deliver business success. Specifically, the Competency Movement has failed to make the linkages between the requirements of different business strategies and associated management challenges and demands. As such, competences are like a novel with dialogue but no plot. Provides a context for competences from research in business diagnostics.","PeriodicalId":201151,"journal":{"name":"Executive Development","volume":"34 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1994-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129534478","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":"Could It Work for Me? A Personal Reflection on an Outdoor Development Programme","authors":"R. Holden","doi":"10.1108/09533239410071850","DOIUrl":"https://doi.org/10.1108/09533239410071850","url":null,"abstract":"From a highly personal perspective seeks to discuss the outcomes from participation on a particular outdoor development programme. Draws on learning logs completed during the programme and subsequently on return to work to reflect on a personal development agenda and on the broader potential of such learning for team building. Concludes that the problem of transfer proved a major constraint on real personal development but that provided that such issues are recognized and appropriately managed then the potential of such learning is considerable.","PeriodicalId":201151,"journal":{"name":"Executive Development","volume":"47 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1994-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126315878","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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