28 Long Range Planning, Vol. 25, No. 1, pp. 28 to 36, 1992 Printed in Great Britain 0 002+6301/92 $3.00 + .OO 1992 Pergamon Press plc Managing Strategic Change Strategy, Culture and Action Gerry Johnson One of the major problems facing senior executives is that of effecting significant strategic change in their organizations. This paper develops a number of explanatory frameworks which address the links between the development of strategy in organizations, dimensions of
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case study National or state rural planning processes are often “top down”, technically sophisticated and, hence not geared to participation from local communities, those most affected. Involvement of local government is increasingly seen as being important to rural transport planning and engaging them in this process requires a balancing of the technical requirements of the process with local objectives and capacities. A Rural Transport infrastructure (RTI) planning process must be transparent and
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Practitioners in Europe and the U.S. recently have proposed two distinct approaches to address what they believe are shortcomings of traditional budgeting practices. One approach advocates improving the budgeting process and primarily focuses on the planning problems with budgeting. The other advocates abandoning the budget and primarily focuses on the performance evaluation problems with budgeting. This paper provides an overview and research perspective on these two recent developments. We discuss
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A STUDY ON THE IMPACT OF TRAINING AND MOTIVATION ON THE PRODUCTIVITY OF EMPLOYEES IN A PUBLIC SECTOR BANK IN INDIA INTRODUCTION Human resources or the work force, is the key to any organization’s performance even in today’s highly automated environment. The output given by employees is dependent on many factors like training, motivation, technology and management behavior. This study aims to establish the impact of training and motivation on the employees productivity. Performance
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behind great leadership. By empowering yourself first through knowledge, then through role modeling, it will help you empower others so that the organizational goals can be met. Leaders develop the structure of their practice and interpret their role to others. A leader should initiate actions of many different kinds including planning and organizing work, guiding and evaluating others, calling meetings, mobilizing support systems, risk taking, and confrontation. The leader should use the basic
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64. What are the two major obstacles to the success of the integrated firm? 1. Complexity - or the bureaucratic paralysis caused by complexity. 2. Management indifference to the owner's goals (p.94). This potential problem resulted when managers replaced owners in performing the managerial functions. 65. How did the integrated firms cope with these problems? Multi divisional firms might have developed better accounting systems, (e.g., using Church's ideas) but instead they coped with
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experience of the managers. Manager’s roles and skills Manager is responsible for planning and directing the work of group of individuals, monitoring their performance and taking corrective action when necessary for the accomplishment of organizational goals and objectives. A manager is also someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals There are three types of Managers: First-line Managers who are at the lowest level
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The resources of every organization are limited and have to be utilized efficiently, so that the best possible profit could be gained off of them. For these purposes, the objectives or goals of the company are decided and communicated to the managers. Every strategy, which is developed, aims at achieving these goals and facilitating the notion of the profitability. Strategic management is critically important for every organization in the world, in order to attain competitive advantage over the other
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“Both management and leadership are needed to make teams and organisations successful. Trying to decide which is more important is like trying to decide whether the right or left wing is more important to an airplane’s flight. I’ll take both please!” (Clemmer, 2005, as cited in McLean, 2005, p.16). The aim of this essay is to answer the age old question as to whether management or leadership is more important to an organisation. Organisations, ranging from professional to social, have been in existence
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New Technology, Work and Employment 15:2 ISSN 0268-1072 Strategic exchange in the development of Human Resource Information Systems (HRIS) Carole Tansley and Tony Watson The potential of computerised human resource information systems (HRIS) is often not realised for several reasons. Taking a relational/processual rather than a systems approach, a case study of a global HRIS development project is examined using strategic exchange to highlight important social considerations of organisational
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