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EDITORIAL

EDITORIAL VOLUME 7 NUMBER 2 Of general managers in the UK, 74 per cent From such close scrutiny, a distinct and finite identify poor relations at board level which number of skill clusters emerged for the seriously impair discussion concerning the effective management and leadership of an future of the organization, thereby leaving organization. Equally, the characteristics of the business vulnerable to business and successful and unsuccessful top teams were market turbulence. readily identified. Of general managers in Irish organizations, Armed with such insights, an extensive 71 per cent feel that there exist sensitivities survey of top managers and top teams has that merit but do not receive attention within been, and is being, conducted in Ireland, the the top team. Ironically, 57 per cent of Irish UK, France, Germany, Austria, Spain, chairmen, CEOs and MDs are of the same Denmark, Sweden, Norway and Finland. The opinion, recognizing that these unaddressed UK, Irish, Spanish, Swedish, Norwegian and sensitivities are seriously damaging the business. Finnish data are gathered. In the remaining These are some of the latest findings from countries, the data-gathering process is a comprehensive survey of UK and Irish top currently ongoing. management. It is the combination of the case study For 36 months the Cranfield Top Executive insights and survey data that provides the key Research Team became intimately involved findings for this text. This special issue with 36 separate organizations (as both highlights the results of two separate consultants and researchers), some in the enquiries: UK, some in North America, four Irish, one Greek and three French. Included in this • a classification of top teams, highlighting sample were two Police organizations, one the behaviour and attitudes displayed by local authority and two Health Service senior management within group settings, organizations, the public sector organizations emphasizing the quality of dialogue being UK-based. Apart from the public between the members of the group about sector organizations mentioned, the business the business and the resultant impact organizations covered banks, high technology of the behaviours, attitudes and dialogue companies, consultancy organizations, on the business. Case studies are used manufacturing organizations (consumer and as examples to support the key points industrial) and ones recently privatized. made; The team and I asked the senior and • the Irish top managers survey results, middle managers of these organizations a outlining the competences, attitudes and number of interesting questions: business impact of senior managers • What does the term "vision" at the top within the Republic of Ireland. really mean? In effect, guidelines are provided as to best • What is required to be a consistently practice behaviour for top executives, from successful top manager? an examination of personal and team • How can one recognize individuals who performance and business failure and success exhibit the potential for appointment to within the Irish context, and in a high office? multicultural setting team context. In summary, the aim of this special issue is • What does the word "team" at the top of to provide clues as to effective performance organizations really mean? at the individual and team level, vital for the • What does it take to perform well as a top future success of the organization. team and as an individual in the top team? • In fact, who or what are the top team? Andrew Kakabadse http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Managerial Psychology Emerald Publishing

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0268-3946
DOI
10.1108/eb017564
Publisher site
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Abstract

VOLUME 7 NUMBER 2 Of general managers in the UK, 74 per cent From such close scrutiny, a distinct and finite identify poor relations at board level which number of skill clusters emerged for the seriously impair discussion concerning the effective management and leadership of an future of the organization, thereby leaving organization. Equally, the characteristics of the business vulnerable to business and successful and unsuccessful top teams were market turbulence. readily identified. Of general managers in Irish organizations, Armed with such insights, an extensive 71 per cent feel that there exist sensitivities survey of top managers and top teams has that merit but do not receive attention within been, and is being, conducted in Ireland, the the top team. Ironically, 57 per cent of Irish UK, France, Germany, Austria, Spain, chairmen, CEOs and MDs are of the same Denmark, Sweden, Norway and Finland. The opinion, recognizing that these unaddressed UK, Irish, Spanish, Swedish, Norwegian and sensitivities are seriously damaging the business. Finnish data are gathered. In the remaining These are some of the latest findings from countries, the data-gathering process is a comprehensive survey of UK and Irish top currently ongoing. management. It is the combination of the case study For 36 months the Cranfield Top Executive insights and survey data that provides the key Research Team became intimately involved findings for this text. This special issue with 36 separate organizations (as both highlights the results of two separate consultants and researchers), some in the enquiries: UK, some in North America, four Irish, one Greek and three French. Included in this • a classification of top teams, highlighting sample were two Police organizations, one the behaviour and attitudes displayed by local authority and two Health Service senior management within group settings, organizations, the public sector organizations emphasizing the quality of dialogue being UK-based. Apart from the public between the members of the group about sector organizations mentioned, the business the business and the resultant impact organizations covered banks, high technology of the behaviours, attitudes and dialogue companies, consultancy organizations, on the business. Case studies are used manufacturing organizations (consumer and as examples to support the key points industrial) and ones recently privatized. made; The team and I asked the senior and • the Irish top managers survey results, middle managers of these organizations a outlining the competences, attitudes and number of interesting questions: business impact of senior managers • What does the term "vision" at the top within the Republic of Ireland. really mean? In effect, guidelines are provided as to best • What is required to be a consistently practice behaviour for top executives, from successful top manager? an examination of personal and team • How can one recognize individuals who performance and business failure and success exhibit the potential for appointment to within the Irish context, and in a high office? multicultural setting team context. In summary, the aim of this special issue is • What does the word "team" at the top of to provide clues as to effective performance organizations really mean? at the individual and team level, vital for the • What does it take to perform well as a top future success of the organization. team and as an individual in the top team? • In fact, who or what are the top team? Andrew Kakabadse

Journal

Journal of Managerial PsychologyEmerald Publishing

Published: Feb 1, 1992

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