Chand Perry lecturer at the Queensland institute of Technology, Brisbane, Australia; Rooss macarthur is an insurance broker in Sydeny Australia;Geoffery Meredith is profesor, univeristy of New England Armidnale, New sourth wales, Bert cunningotn lecture sat Grifth university, Brisbane, Austrlaia. The paper describes research into need for achievement and tlocil of control among highely successful "super-enterprise", or other small business owner-manger and the general population. Ranking for need for achievement, internal locus of contorl and chlance of contorl are expected, but result for poeeful other locus of control are unexpected. the relationship between need for achievement and locus of control is discussed.
The paper describes a longitudinal case study of culture change in an Australian tertiary college between 1983 and 1990. It challenges three assumptions made in the culture and transformational leadership literature: that patterns of group behaviour within an organization are an indication of the culture; that organizational culture affects organizational performance; and that culture transformation is a time‐consuming process requiring the use of a mix of empirical‐rational, normative‐re‐educative and sometimes power‐coercive strategies. The paper proposes that modifications need to be made to all three assumptions, as findings from the study were that top management introduced their most significant changes by power‐coercive means over a short period of time, yet organizational performance did not deteriorate in line with negative changes in staff values.
A review of the literature defining managerial skill draws the conclusion that the key to future management development lies in identifying the competencies required for individual managers' jobs and developing programmes to meet these, within the context of organisational goals and politics. Female managers face special stresses in addition to those identified for male counterparts. An attempt is under way to abstract key components of the self‐assessment programme for use in longitudinal research and development activities.
Current management development techniques are obsolete. The West has passed through three eras — those of the classical model, the human relations model, and the systems model. The authors, after a research study involving the CEOs of 50 major Australian organisations, believe that organisational thinking is taking a new direction. Development techniques are moving towards more holistic, empathetic, culture‐sensitive technology. The nature of the fourth “blueprint” is analysed, and the managerial competencies it will demand are outlined.
Synthesizes the ideas of the “transformational change” and “learning
organization” literature. The concept of the action learning organization
is presented as a bridge between learning and transformation as it
involves collaborative questioning by organizational members of their
own actions. Discusses the characteristics of an action learning
organization in terms of its bias for reflection‐in‐action, formation of
learning alliances, development of external networks, multiple reward
systems, creation of meaningful information, individual empowerment,
leadership and vision. The knowledge‐generating organization is the one
which is most likely to be able to survive both equilibrium and chaos.
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