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  • 1
    Electronic Resource
    Electronic Resource
    Magical oracles and hand axes: lessons for building self-confidence and employee ownership (1999)
    Bingley : Emerald
    Leadership & organization development journal 20 (1999), S. 147-154 
    Details
    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: From ancient times, the need for control and the ability to gain it by developing tools, language and ideas has distinguished the human species. More recently, empowerment has been used as a way of ensuring members of an organization have sufficient control. This not only boosts trust and morale but enables people to take risks and respond to competitive challenges from every level of the organization. Essential measures for successful empowerment include passing on information on all aspects of the organization's performance, providing training and using these to encourage either individual leadership or collective leadership as part of a team. Empowerment will not work unless we address the human need for self-control.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/01437739910268415
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  • 2
    Electronic Resource
    Electronic Resource
    Leadership challenges for organisations in the New South Africa (2003)
    Bingley : Emerald
    Leadership & organization development journal 24 (2003), S. 84-95 
    Details
    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: This article provides an overview of the recent changes and subsequent new challenges for South African organizations in an ongoing rapidly changing environment. In this context we consider the election period of 1994 as a rupture with the past in the history of the SA nation, and a new start of the so-called "New South Africa". Based on personal experiences and literature describes the application of and crucial role played by eight important managerial concepts and methods during the transition period for South African organisations. Finally the impact of this radical change and evolution on new challenges for the leadership and the processes of managing transformation is highlighted.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/01437730310463279
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  • 3
    Electronic Resource
    Electronic Resource
    Mission statements miss the point (2001)
    Bingley : Emerald
    Leadership & organization development journal 22 (2001), S. 309-314 
    Details
    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Research on mission statements has shown considerable variability in their value as well as equal disagreement about their value. Mission statements and strategic objectives are often created in the hope that they can help push the organization toward some desired destination. Every person and every organization needs to have a clear destination for their group or organization, but it will require finding better vehicles than simple mission statements. Successful organizations should probably spend 90 percent of their time keeping people focused and 10 percent figuring out how to get there. Ineffective organizations tend to spend 90 percent of their time making rules, regulations, and procedures. Asking good questions is a fine start, but it also takes hard work and continual feedback; otherwise, you end up with a lifeless mission statement. It may not be essential for the entire group to think as one or to reach a complete agreement or singularity about what they are supposed to be about, but the process of continually monitoring and evolving this process is essential.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/01437730110404960
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  • 4
    Electronic Resource
    Electronic Resource
    Employee involvement, pollution control and pieces to the puzzle (1999)
    Bingley : Emerald
    Environmental management and health 10 (1999), S. 105-111 
    Details
    ISSN: 0956-6163
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Medicine , Economics
    Notes: Employee involvement is essential to improving pollution control. Organizations like Dow Chemical have been able to use employee involvement to reduce pollution. It begins by understanding, as Dow does, that "If pollution is a cost to you (my competitor) and a cost to me, I win if my costs are lower". Controlling these costs requires people to think about it - a lot. Everyone must accept ownership for pollution. All the pieces must fit together. Unfortunately, even the most advanced companies are still struggling with these issues. An anonymous survey was sent to some of the top pollution-reducing companies in the world. Responses to the questionnaire that focused on a wide range of issues often proved surprising to disturbing. Executives in charge sometimes felt they had employee involvement but few of the operational conditions for it to exist. Dow Chemical provides a rare example of being able to connect all the pieces, through its three keys.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/09566169910259769
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  • 5
    Electronic Resource
    Electronic Resource
    Re-engineering: using the customer as a unifying factor (1996)
    Bradford : Emerald
    Training for quality 4 (1996), S. 11-15 
    Details
    ISSN: 0968-4875
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Claims that every successful corporate culture has to have a unifying factor which makes the company distinctive. Looks at American Express, which, it suggests, has a central culture of focusing on the customer. Examines how American Express places its focus on the customer and the benefits of doing so. Concludes that by empowering its employees and encouraging them, a firm will not have trouble in developing good employee relations.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/09684879610367619
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  • 6
    Electronic Resource
    Electronic Resource
    Managing pollution efforts: how to turn pollution into profits (1996)
    Bingley : Emerald
    Environmental management and health 7 (1996), S. 15-22 
    Details
    ISSN: 0956-6163
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Medicine , Economics
    Notes: Discusses the importance of environment as it affects organizations in terms of cost containment, dealing with new regulations or reacting to unexpected problems. Looks at the possibilities of "cashing in" on the public's concern for the environment and views the environment as a means by which to gain competitive advantage in the 1990s. Proposes that pollution management is more than controlling cost; it can be a revenue generator. Concludes that some managers are "out of touch" and that their employees have a better grasp of reality. Emphasizes again that the potential for environmental profit extends far beyond customer appeal.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/09566169610181650
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  • 7
    Electronic Resource
    Electronic Resource
    Must female accounting faculty publish more to achieve tenure? (2000)
    Bradford : Emerald
    Women in management review 15 (2000), S. 344-355 
    Details
    ISSN: 0964-9425
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Sociology , Economics
    Notes: We examine whether female faculty in US universities have a higher tenure benchmark relative to their male counterparts. Using survey data from 317 accounting faculty, we compare the role of gender for both favorable and unfavorable tenure decisions. Specifically, we compare: the research output of female faculty who are awarded tenure to that of similarly successful male faculty, and the research output of female faculty who are not awarded tenure to that of similarly unsuccessful male faculty. Contrary to past research investigating gender bias at upper ranks within organizations, we find no evidence that female faculty must achieve higher research output than male faculty in order to be awarded tenure.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/09649420010352041
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  • 8
    Electronic Resource
    Electronic Resource
    Re-engineering: using the customer as a unifying factor (1996)
    Bradford : Emerald
    Training for quality 4 (1996), S. 32-36 
    Details
    ISSN: 0968-4875
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Looks at how companies can go about creating a competitive culture using American Express as an example. Provides details of their programme, including their focus of attitudinal training and the role of leadership. American Express has chosen quality service to their customers as their unifying factor and this has worked well, as employees can easily put themselves into the customer's shoes and, if the process is done correctly, take pride in a job well done. Looks at the firm's intrastructure, in-house training sessions, service tracking, reports, transaction-based surveys, establishing of links, performance reviews, attitudinal training, employee involvement, and communications. Concludes by noting American Express confirm that people want to give their best and it is management's job to encourage employees and then empower them so they can do so.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/09684879610112846
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  • 9
    Electronic Resource
    Electronic Resource
    Enviro-management as a profit center (1998)
    Bingley : Emerald
    Environmental management and health 9 (1998), S. 60-64 
    Details
    ISSN: 0956-6163
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Medicine , Economics
    Notes: The environment is the source of many discussions in America's board rooms. Most of the conversations probably center around cost containment, dealing with new regulations or reacting to unexpected problems. Some conversations may even revolve around how to "cash in" on the public's concern for the environment. All of these discussions are normal, but also are increasingly becoming outdated. Companies that see the environment as a cost rather than a chance to gain a competitive advantage are perhaps missing the best opportunity of the 1990s. In the 1980s, quality was the vehicle that delivered greater profits and market share, but many businesses were late to recognize the fact that quality is a profit issue, not a cost issue. It was only the success of the Japanese and consumer pressure that created the quality revolution. Today, it is the environment that holds enormous potential for business, but until recently business was in a reactive not proactive mode. In order to be able to use the environment as a competitive weapon, business needs to begin where it should always begin, its customers.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/09566169810211159
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  • 10
    Electronic Resource
    Electronic Resource
    Competence-based team management (1995)
    Bingley : Emerald
    Team performance management 1 (1995), S. 5-12 
    Details
    ISSN: 1352-7592
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Examines training programs within several companies worldwide.Proposes that more than ever today companies should be working towardimproving quality, owing to changes in market conditions. Presents aseven-step process toward problem solving with the company. Concludesthat, to maintain continuous improvement within an organization, it isimportant to recognize any weaknesses it may have and address them.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/13527599510096738
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