The bones of contention

McHale, Jo
November 1998
People Management;11/12/1998, Vol. 4 Issue 22, p58
Discusses a course on management at Roffey Park Institute in Horsham, West Sussex. Focus of the course on individual relationships at work; Factors affecting interactions; Topics discussed, including organizational change.


Related Articles

  • Reframing the behavioural analysis of re-engineering: an exploratory case. Zaidifard, Danny R. // Journal of Information Technology (Routledge, Ltd.);Jun1998, Vol. 13 Issue 2, p127 

    This paper examines the application of the concepts and research derived from studies of dysfunctional and addictive social behaviours to the implementation of change in an organizational arena. The majority of work on change management and, more specifically, re-engineering has been dominated...

  • Overcoming Resistance to Change. Caruth, Don; Middlebrook, Bill; Rachel, Frank // SAM Advanced Management Journal (07497075);Summer85, Vol. 50 Issue 3, p23 

    Discusses ways to deal with employees' resistance to change. Reasons employees resist changes in their jobs and working conditions; Fears and threats posed by change; Impact of change on organizational and work group relationships; How people resist change.

  • minimizing humans problems of large organizations. Vincetta, Mary // Industrial Management;Apr68, Vol. 10 Issue 4, p2 

    Focuses on minimizing human relations problems at large organizations. Importance of adjusting to organizational changes; Need for better understanding of the dynamics of human behavior; Rejection of the belief about the limitations of women in industry.

  • Keeping Employees Motivated During Uncertain Times. Messmer, Max // National Public Accountant;Oct 2008, Vol. 7 Issue 5, p28 

    The article offers ways to keep employees motivated in their business in times of economic uncertainties in the U.S. The author encouraged business owners to give equal attention to the personal impact of the transition on employees before planning to acquire local competitor and to expand the...

  • Åšwiadomość temporalna zarzÄ…dzajÄ…cych zmianami — próba typologii i definicji. Lipka, Anna // Human Resource Management / Zarzadzanie Zasobami Ludzkimi;2013, Issue 2, p9 

    Time not only develops or impoverishes relationships and people, creates values and measures an employee's share in their creation, but is the reason for and the dimen-sion of the change as well. This article discusses the background behind the increased interest in temporal awareness on the...

  • At the Crossroads. Hughes, William F.; Amarantos, Greg; Rubin, Lawrence M. // Podiatry Management;Apr/May2015, Vol. 34 Issue 4, p12 

    Responses from several Doctors of Podiatric Medicine (DPMs) including William F. Hughes, Greg Amarantos and Lawrence M. Rubin to a letter to the editor regarding the quandary of 58-year-old podiatrist on expanding the solo podiatric practice or just retire from the medical field are presented.

  • Can you be mates with your team? Atkins, Angela // NZ Business;Sep2014, Vol. 28 Issue 8, Special section p28 

    The author presents tips on how managers can handle their teams while having good personal relationships with their members. These tips include having a fair process, being clear about informal and formal talks with workers, and thinking about how to successfully balance being friends with team...

  • THE IMPORTANCE OF CHANGE MANAGEMENT IN DEVELOPMENT OF EDUCATIONAL ORGANISATIONS. SABĂU, R. M. // Managerial Challenges of the Contemporary Society;2012, Issue 4, p131 

    Considering the results that are growing weaker for the Romanian University Education, I concluded that it needs a change. This can not be achieved without taking into account the role that the management skills of school managers in implementing change may have. The research objective is to...

  • Thirteeners. Prosser, Daniel F. // Thirteeners;11/11/2015, p1 

    In Thirteeners, Daniel F. Prosser explains how 87 percent of companies fail to execute their strategies, and how leaders can ensure their companies become a part of the elite 13 percent that succeed. The key to reliable, successful strategy execution lies in the most significant of human needs:...


Read the Article


Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics