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Changing culture: New organizational approaches
114
Long Range Planning Vol. 23
June 1990
World, LESTER R. BROWN, Worldwatch Institute (1989), 256 pp., $9.95. The sixth in a series of annual examinations of the world’s ecological health. As the Los Angeles Times rightly put it: ‘Without being preachy, State of the World is simultaneously an indictment of global stewardship and an exhortation for reform.’
Knowledge-Based
Systems
MOCKLER, Prentice-Hall
for Strategic Planning, (1989), 396 pp., A38.50.
ROBERT J.
Written for the non-techical business manager, this book is aimed to help the creation of actual working systems. To learn how to design and document knowledge-based systems today requires very little computer expertise. Included are step-bystep guidelines and examples on how to integrate knowledgebased systems into strategic planning.
Geography of the Information Economy, MARK HEPWORTH, Pinter Publishers (1989), 258 pp., A27.50. The technical focus of the book is computer network innovations which now penetrate the very core of the production process in all sectors of the economy. The author attempts to provide a broad framework for the conceptualization and investigation of the spatial (geographical) implications of the newly emerging information economy. Probably only relevant to the specialist.
The Manual
ofLearning
Opportunities,
MUMFORD, self published, SL6 6HB, U.K.), (1989), bers!), A70.
PETER HONEY and ALAN (10 Linden Avenue, Maidenhead 150 pp., (approx -no page num-
The primary focus of this Self-Help Manual is how to integrate work activities and learning. Everywhere learning opportunities exist and this combination of perception and questionnaire analysis is designed to help people add new insights into their lives, and so improve their effectiveness. Essential reading for all existing or aspiring managers. It would also be useful to use the material as the basis of group discussion; real learning and management skills are rarely achieved just from books.
New Perspectives on Human JOHN STOREY, Routledge Al4.95 (paper). Recent
changes
Resource
(1989),
in the development
Management,
205 pp.,
Edited by A35.00 (hard),
of HRM
are usefully
surveyed in the 11 papers in this volume. Valuable for those operating in the area, as well as general/line managers. Also relevant for MBA programmes.
Changing Culture: New Organizational Approaches, ALLAN WILLIAMS, PAUL DOBSON and MIKE WALTERS, Institute of Personnel Management (1989), 230 pp., A10.95.
Based on information gathered from over 250 companies as diverse as the Abbey National Building Society and Jaguar Cars. Examines the nature of culture, obstacles to change, the role of consultants and internal change agents. Strategic thinking is vital, but the core personnel skills-appraisal, communication, remuneration and training-also play a vital role in supporting (or undermining) culture change. The integration of managing change as a core strategic management issue is likely to be one of the major challenges for the 1990s.
Banks
and
Small
Businesses:
Regional
and
Sectoral
Aspects,
MARTIN BINKS, CHRISTINE ENNEW and GEOFFREYREED, Forum of Private Business (1989), 91 pp., L75.00. This research adds to the volumes on the subject in the past decades. It concludes that a more effective policy of communication between banks and small businesses requires much greater specialization and product differentiation on the part of the banks; including greater devolution of experience and powers of lending.
Right
Gower
Every
Time: Using the Deming Approach, (1990), 182 pp., A25.00.
Over
FRANK PRICE,
the 5 years since the publication of Frank Price’s book Time the business landscapes of the Western World have undergone an upheaval-a Quality Revolution. In this new volume the author not only examines the content of quality thinking, the statistical tools and their application to the business processes. In addition he explores the context, the cultural climate, in which these tools are put to work, the environment in which they either succeed or fall. The core of the book consists of a critique of Deming’s points and an examination of the pitfalls which act as constraints on quality achievement. Right
First
Long Range Planning Vol. 23
June 1990
World, LESTER R. BROWN, Worldwatch Institute (1989), 256 pp., $9.95. The sixth in a series of annual examinations of the world’s ecological health. As the Los Angeles Times rightly put it: ‘Without being preachy, State of the World is simultaneously an indictment of global stewardship and an exhortation for reform.’
Knowledge-Based
Systems
MOCKLER, Prentice-Hall
for Strategic Planning, (1989), 396 pp., A38.50.
ROBERT J.
Written for the non-techical business manager, this book is aimed to help the creation of actual working systems. To learn how to design and document knowledge-based systems today requires very little computer expertise. Included are step-bystep guidelines and examples on how to integrate knowledgebased systems into strategic planning.
Geography of the Information Economy, MARK HEPWORTH, Pinter Publishers (1989), 258 pp., A27.50. The technical focus of the book is computer network innovations which now penetrate the very core of the production process in all sectors of the economy. The author attempts to provide a broad framework for the conceptualization and investigation of the spatial (geographical) implications of the newly emerging information economy. Probably only relevant to the specialist.
The Manual
ofLearning
Opportunities,
MUMFORD, self published, SL6 6HB, U.K.), (1989), bers!), A70.
PETER HONEY and ALAN (10 Linden Avenue, Maidenhead 150 pp., (approx -no page num-
The primary focus of this Self-Help Manual is how to integrate work activities and learning. Everywhere learning opportunities exist and this combination of perception and questionnaire analysis is designed to help people add new insights into their lives, and so improve their effectiveness. Essential reading for all existing or aspiring managers. It would also be useful to use the material as the basis of group discussion; real learning and management skills are rarely achieved just from books.
New Perspectives on Human JOHN STOREY, Routledge Al4.95 (paper). Recent
changes
Resource
(1989),
in the development
Management,
205 pp.,
Edited by A35.00 (hard),
of HRM
are usefully
surveyed in the 11 papers in this volume. Valuable for those operating in the area, as well as general/line managers. Also relevant for MBA programmes.
Changing Culture: New Organizational Approaches, ALLAN WILLIAMS, PAUL DOBSON and MIKE WALTERS, Institute of Personnel Management (1989), 230 pp., A10.95.
Based on information gathered from over 250 companies as diverse as the Abbey National Building Society and Jaguar Cars. Examines the nature of culture, obstacles to change, the role of consultants and internal change agents. Strategic thinking is vital, but the core personnel skills-appraisal, communication, remuneration and training-also play a vital role in supporting (or undermining) culture change. The integration of managing change as a core strategic management issue is likely to be one of the major challenges for the 1990s.
Banks
and
Small
Businesses:
Regional
and
Sectoral
Aspects,
MARTIN BINKS, CHRISTINE ENNEW and GEOFFREYREED, Forum of Private Business (1989), 91 pp., L75.00. This research adds to the volumes on the subject in the past decades. It concludes that a more effective policy of communication between banks and small businesses requires much greater specialization and product differentiation on the part of the banks; including greater devolution of experience and powers of lending.
Right
Gower
Every
Time: Using the Deming Approach, (1990), 182 pp., A25.00.
Over
FRANK PRICE,
the 5 years since the publication of Frank Price’s book Time the business landscapes of the Western World have undergone an upheaval-a Quality Revolution. In this new volume the author not only examines the content of quality thinking, the statistical tools and their application to the business processes. In addition he explores the context, the cultural climate, in which these tools are put to work, the environment in which they either succeed or fall. The core of the book consists of a critique of Deming’s points and an examination of the pitfalls which act as constraints on quality achievement. Right
First