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Entrepreneurship and the management of change
116
Long
Range
Planning
Vol.
24
April
of leadership: political leadership, directive leadership and value-driven leadership. The second halve argues chat at the core is the key issue of integrity. A valuable contribution to a vitally important subject. (In this contest a facinating book published over 20 years ago is Tl~r P,&~logy ‘$ Lendership, HUGH L’ET.~xG, William Hrinemann (1969). 218 pp., Al.73, where the author srudied the effects on history oithe illness of leaders.)
brtre~rt,rrc,rrrcllit, ‘lrrfl rl~e :Llarl‘~yerrrrrr~c$ Cllnrrge, Guest Editors ALAN L. C;\RSRUDand JAZZESJ. CHRISXIN, MCB Universit) Press (1989). 87 pp.. Al3.95. A special issue of the Journal of Organizational Change Management, is devoted to the growing and changing field of entrepreneurship. The seven articles Lvere selected to represent some of the more important aspects of entrepreneurship and how change is fostered and implemented in smaller enterprises. The final article suggesting that both aspiring entrepreneurs and small business managers vieiv strategic assistance as more valuable than administrative or operating assistance. Unfortunately papers of this kind are rarely read by their ultimate client group. Another collection of five interesting papers is contained in Itlflc>lJ&Ve Org
Tl~r Trarr~tjrrnntio,fai DEVAKSA, John
Leader, NOEL M. TICHY and MARY ANNE Wiley (1990), 306 pp., Al1.95.
Originally published in 1986, no\v updated. The need to creatively destroy and remake institutions is a subject of increasing importance and the greatest organizational challenge of the 1990s. But noticeable that Integrityis not a word listed in the index. Complements ROBERT H. WATERMAN JR’S classic, The Renewal Factor, Bantam Books (1987), 365 pp., A5.95. Both books are essential reading for all, from company directors to MBA students.
Creafirfy il Leartritlg Orgarliratiari: .-l Guide to Leadership, Leartritfg attd De~~eloptnetlt, BOB GARRI\TT, Director Books (1990). 96 pp., Q3.00. The author rightly argues that companies and organizations must be able to learn and develop from within if they are to survive and grow in the 1990s and beyond. The learning process should start with directors. (How often is that the case?) This book shows how directors can develop and train themselves, and their staff, to create an organization that is for\vard-looking. adaptable and effective; that is a learning organization. Five key directing activities are identified: Thinking and Reflecting; Designing the Future: Seeing the Organization as a Whole; Managing in Times of Turbulence and Uncertainty and Willingness to Learn from Others. A useful addition to his earlier book The Learttitrg Orgatzizatiott, Fontana,‘Collins (1987), 141 pp., L3.50. Both books urgently need to be widely read. Strategic Planning involves Managing
1991 Change, Lvhich in turn requires ne\v learning. How often is the relationship between the three elements recognized, let alone integrated?
.\lirtd Your .\lawrerr, JOHN MOLE, The Industrial (1990), 200 pp., Al-l.95.
Society
Press
A basic introduction to the legal and business frame\vork, social especrations, etiquette and manners urithin Europe. A more detailed analysis of the British is contained in Iv< British: Britaitt w&r the .~fOROcope, ERIC JACOBS and ROBERT WORCESTER, Weidenfeld and Nicolson (1990). 222 pp., Ll3.00. Based on an attitude survey of 1500 adults. An international comparison based on such a survey could be revealing.
Tlze End of,Vature, L-r.99.
BILL MCKIBBES, Penguin
(1990), 212 pp.,
A powerful argument that supports the view that mankind must become much more concerned about its impact on the environment or it will put survival as we know it at risk.
The .i!rertrarive: Politics_fir [I Clrarp, Edited by BEN PI&ILO~T, ASTHONY WRIGHT and TONY FLOX-ER, W. H. Allen and Co. (1990). 239 pp., Alq.93. An unorthodox analysis of, and challenge to, Thatcherism. Another relevant study is Cotlst’rl!ntisnl, TED HONDERICH, Hamish Hamilton (1990). 255 pp., Al3.99. Both books provide insights into managing political change and the nature of the society; past, present and future. Planners need some understanding of the political scene and these twro books provide a useful starting point.
irt Alarru@rrritrg, IAN Ett~ploymetrt Ejjhs cf Xew Techlogy CHRISTIE, JI,~ NORTHCOTT and ANNETTE WALLING, Policy Studies Institute (1990), 146 pp., &!3.00. This study presents rhe results of a new analysis of PSI survey data gathered over the past decade on the impact of microelectronics in manufacturing. Supports the view that: ‘so far the microchip has been much less of a threat to jobs and skills in the workplace than has been supposed’. Pity new technology is seen as a threat, rather than an opportunity. But not surprising given the lack of strategic thinking on training. ‘The most pressing questions in relation to new technology are no\v to do with strategies for training and updating and for overcoming particular ski11 shortages which are likely to intensify in coming years.’
,lfattager artd Teattl Develoytttertt: Ideas and Prittciples Ctrdedying Cotterdale Trainitry, BERX’ARD B.~BINGTON SSIITH and AL.%N SH.IRP, Heinemann (1990), 168 pp., A25.00. This book is divided into three parts. The first describes ideas arising from early work in developing Coverdale training. Followed by an analysis of concepts arising from consider-
Long
Range
Planning
Vol.
24
April
of leadership: political leadership, directive leadership and value-driven leadership. The second halve argues chat at the core is the key issue of integrity. A valuable contribution to a vitally important subject. (In this contest a facinating book published over 20 years ago is Tl~r P,&~logy ‘$ Lendership, HUGH L’ET.~xG, William Hrinemann (1969). 218 pp., Al.73, where the author srudied the effects on history oithe illness of leaders.)
brtre~rt,rrc,rrrcllit, ‘lrrfl rl~e :Llarl‘~yerrrrrr~c$ Cllnrrge, Guest Editors ALAN L. C;\RSRUDand JAZZESJ. CHRISXIN, MCB Universit) Press (1989). 87 pp.. Al3.95. A special issue of the Journal of Organizational Change Management, is devoted to the growing and changing field of entrepreneurship. The seven articles Lvere selected to represent some of the more important aspects of entrepreneurship and how change is fostered and implemented in smaller enterprises. The final article suggesting that both aspiring entrepreneurs and small business managers vieiv strategic assistance as more valuable than administrative or operating assistance. Unfortunately papers of this kind are rarely read by their ultimate client group. Another collection of five interesting papers is contained in Itlflc>lJ&Ve Org
Tl~r Trarr~tjrrnntio,fai DEVAKSA, John
Leader, NOEL M. TICHY and MARY ANNE Wiley (1990), 306 pp., Al1.95.
Originally published in 1986, no\v updated. The need to creatively destroy and remake institutions is a subject of increasing importance and the greatest organizational challenge of the 1990s. But noticeable that Integrityis not a word listed in the index. Complements ROBERT H. WATERMAN JR’S classic, The Renewal Factor, Bantam Books (1987), 365 pp., A5.95. Both books are essential reading for all, from company directors to MBA students.
Creafirfy il Leartritlg Orgarliratiari: .-l Guide to Leadership, Leartritfg attd De~~eloptnetlt, BOB GARRI\TT, Director Books (1990). 96 pp., Q3.00. The author rightly argues that companies and organizations must be able to learn and develop from within if they are to survive and grow in the 1990s and beyond. The learning process should start with directors. (How often is that the case?) This book shows how directors can develop and train themselves, and their staff, to create an organization that is for\vard-looking. adaptable and effective; that is a learning organization. Five key directing activities are identified: Thinking and Reflecting; Designing the Future: Seeing the Organization as a Whole; Managing in Times of Turbulence and Uncertainty and Willingness to Learn from Others. A useful addition to his earlier book The Learttitrg Orgatzizatiott, Fontana,‘Collins (1987), 141 pp., L3.50. Both books urgently need to be widely read. Strategic Planning involves Managing
1991 Change, Lvhich in turn requires ne\v learning. How often is the relationship between the three elements recognized, let alone integrated?
.\lirtd Your .\lawrerr, JOHN MOLE, The Industrial (1990), 200 pp., Al-l.95.
Society
Press
A basic introduction to the legal and business frame\vork, social especrations, etiquette and manners urithin Europe. A more detailed analysis of the British is contained in Iv< British: Britaitt w&r the .~fOROcope, ERIC JACOBS and ROBERT WORCESTER, Weidenfeld and Nicolson (1990). 222 pp., Ll3.00. Based on an attitude survey of 1500 adults. An international comparison based on such a survey could be revealing.
Tlze End of,Vature, L-r.99.
BILL MCKIBBES, Penguin
(1990), 212 pp.,
A powerful argument that supports the view that mankind must become much more concerned about its impact on the environment or it will put survival as we know it at risk.
The .i!rertrarive: Politics_fir [I Clrarp, Edited by BEN PI&ILO~T, ASTHONY WRIGHT and TONY FLOX-ER, W. H. Allen and Co. (1990). 239 pp., Alq.93. An unorthodox analysis of, and challenge to, Thatcherism. Another relevant study is Cotlst’rl!ntisnl, TED HONDERICH, Hamish Hamilton (1990). 255 pp., Al3.99. Both books provide insights into managing political change and the nature of the society; past, present and future. Planners need some understanding of the political scene and these twro books provide a useful starting point.
irt Alarru@rrritrg, IAN Ett~ploymetrt Ejjhs cf Xew Techlogy CHRISTIE, JI,~ NORTHCOTT and ANNETTE WALLING, Policy Studies Institute (1990), 146 pp., &!3.00. This study presents rhe results of a new analysis of PSI survey data gathered over the past decade on the impact of microelectronics in manufacturing. Supports the view that: ‘so far the microchip has been much less of a threat to jobs and skills in the workplace than has been supposed’. Pity new technology is seen as a threat, rather than an opportunity. But not surprising given the lack of strategic thinking on training. ‘The most pressing questions in relation to new technology are no\v to do with strategies for training and updating and for overcoming particular ski11 shortages which are likely to intensify in coming years.’
,lfattager artd Teattl Develoytttertt: Ideas and Prittciples Ctrdedying Cotterdale Trainitry, BERX’ARD B.~BINGTON SSIITH and AL.%N SH.IRP, Heinemann (1990), 168 pp., A25.00. This book is divided into three parts. The first describes ideas arising from early work in developing Coverdale training. Followed by an analysis of concepts arising from consider-