The back office--cutting the Gordian knot?
- remedy for a poor organizational image. McManus, Michael L. // Advanced Management Journal (03621863);Summer79, Vol. 44 Issue 3, p31
Focuses on the organizational image technique, an organizational development approach to improve the image of the company. Approaches to image problem; Primary phases of the image technique; Elements of consultant staging; Illustration and cases.
- Wisdom circles. Garfield, Charles // Executive Excellence;Mar1998, Vol. 15 Issue 3, p3
Discusses the need to get key stakeholders around a table and address the vital issues affecting an organization. Qualities of effective business teams; Importance of business meetings; Need for an open discussion and sharing of insights.
- Cultures and coalitions. Kotter, John // Executive Excellence;Mar1998, Vol. 15 Issue 3, p14
Discusses the need for leaders to develop and nurture a corporate culture that is adaptive to change. Shared values among people in an organizational culture; Characteristics of healthy cultures; Steps to successful transformation.
- Sleeping partners. James, David // People Management;03/05/98, Vol. 4 Issue 5, p38
Focuses on the role of non-executive members of boards of directors in corporate management. Provision of management control; Problems faced by non-executive directors; Criteria for selecting and appointing non-executive directors.
- Eastern and Western Management: Different Worlds. // Training & Development Journal;Aug82, Vol. 36 Issue 8, p11
Compares management strategies and systems in Japan and the U.S. Relative merits and disadvantages of the management systems; Effects of cultural factors in the Japanese and American management styles; Implications on occupational training and manpower development.
- The director's dilemma: What's my job? Thain, Donald H.; Leighton, David S.R. // Business Quarterly;Spring92, Vol. 56 Issue 4, p75
Discusses the new roles of a corporate director. Managing the business and affairs of the corporation; Functioning as a trustee and consultant; Taking the job seriously; Doing what is right; Supporting the worthy; Using board routines and infrastructure.
- Balancing the global portfolio. Birkinshaw, Julian; Ritchie, Warren // Business Quarterly;Summer93, Vol. 57 Issue 4, p40
Describes how Canadian subsidiaries contribute to the competitiveness of foreign companies. Trends in global strategy; Roles of subsidiaries; Volkswagen's global strategy; Role of Canada in the global competition.
- Developing global subsidiary mandates. Morrison, Allen J.; Roth, Kendall // Business Quarterly;Summer93, Vol. 57 Issue 4, p104
Presents characteristics of an effective subsidiary. Independent international experience; Strength in upstream activities; Broad-based management expertise.
- Questions from the directors. // Business Quarterly;Summer97, Vol. 61 Issue 4, p11
Lists some questions directors should ask about technology proposals to heighten their comfort level. Open-ended questions; Close-ended questions; Timing questions; Bottom line questions.
- Work at improving profitability. Rudnicki, James E. // Crain's Chicago Business;01/08/2001, Vol. 24 Issue 2, pSB9
Cites the importance of focusing on profitability rather than sales. Increase in corporate growth among companies focusing on revenue and profit; Reduction in sales by eliminating some of the least profitable parts of a business; Establishment of a commission program for employees.