WHY LESS MEANS MORE WHEN IT COMES TO EFFECTIVE MANAGEMENT
- Remedies for the Bureaucratic Mentality in Private Industry. Vondle, David P. // SAM Advanced Management Journal (07497075);Summer85, Vol. 50 Issue 3, p14
Offers solutions to bureaucratic mentality of staff members in a business organization. Meaning of staff infection; Proper delegation of assignments to managers and subordinates; Ways to control job inefficiency; Importance of job professionalism.
- Battling bureaucracy . Horton, Thomas R. // Management Review;Sep82, Vol. 71 Issue 9, p2
Focuses on industrial bureaucracies in the U.S. as of 1982. Growth of corporate service staffs in organizations; Problems that arise when the staff becomes the system; Comparisons of large U.S. and Japanese corporations; Strategies to overcome bureaucracy; Issues that need to be addressed by...
- Management Development & Culture: Sweden. Svanberg, Kenneth // Training & Development Journal;Oct84, Vol. 38 Issue 10, p35
Discusses the need for human resources development (HRD) practices in Sweden to move toward a less bureaucratic approach. Detrimental effect of bureaucracy on creative management; Need to adjust the organizational environment to encourage a healthy measure of risk taking; Prerequisites of...
- Applying a little reason to your projects. KENNEDY, DONALD; PHILBIN, SIMON P. // Industrial Management;Mar/Apr2013, Vol. 55 Issue 2, p18
Workers are frustrated by following bureaucratic exercises. They imagine ivory towers with managers making up rules while ignoring their impact. But while procedures dreamed up by rule makers are effective in most situations, the managers often do not foresee the present misapplication that is...
- IT'S ABOUT people. Toombs, Mark // Secured Lender;Mar/Apr2008, Vol. 64 Issue 2, p44
The author reflects on employees as a company's most valuable resource. He cites an unofficial polling research which confirms that business leaders often omit people when asked about the reason for their company's long-term success. The author also notes concern for those leaders who fail to...
- Awards are bigger and better in 2002. // Personnel Today;2/26/2002, p1
Reports the launching of the Personnel Today Awards 2002 in London, England. Opportunity for human resource professionals to share good practice and win much-deserved industry recognition; Sponsors of the activity; Categories of the awards.
- ORGANIZATIONAL DEMOTION AND THE PROCESS OF BUREAUCRATIZATION. Maniha, John K. // Social Problems;Fall72, Vol. 20 Issue 2, p161
Demotion, a generally neglected topic in the literature, is rarely linked to the process of bureaucratization, though this link is clearly implied in Weber's ideal bureaucratic type. This paper, with data comprising the careers of 884 men spanning 80 years in the development of a bureaucratizing...
- 6 EXCUSES FOR NOT USING RECOGNITION. Nelson, Bob // Corporate Meetings & Incentives;May2004, Vol. 23 Issue 5, p28
Cites the major reasons of some companies for not using employee recognition in the U.S. Lack of capabilities on the part of the manager to recognize employees; Bias in justifying recognition as part of the job; Unavailability of time to praise and thanks employees.
- RURAL DEVELOPMENT, POLICY REFORM, AND THE ASSESSMENT OF MANAGEMENT TRAINING NEEDS IN AFRICA: A COMPARATIVE PERSPECTIVE. Vengroff, Richard // Public Administration Quarterly;Fall90, Vol. 14 Issue 3, p353
Assesses the management training needs of key personnel in the Ministry of Rural Development in the Central African Republic. Changing demands associated with policy reform; Need to modify the reward structure in the bureaucracy; Skills associated with personnel administration; Level of...