Browsing by Author "Myers, Andrew"

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    Academic entrepreneurs?
    (1989) Birley, Sue; McMullen, Ed; Myers, Andrew
    Entrepreneurial education has exploded over the past ten years in both the United States and the United Kingdom. In the USA there are now more than 50 institutions seeking academics to fill endowed posts; in the UK, there are more than 200 courses in small business in institutions of Higher and Further Education. The reasons for the growth has been essentially the same in both countries - in time of economic decline, with large firms shedding labour, new firms and small firms have been seen as a significant strand in future strategies. As a result, academic institutions have been forced to respond to a demand from both students and potential entrepreneurs, a demand fanned by a growing band of “academic entrepreneurs” . . . ..but are they?
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    Effectiveness of French management: analysis of the behaviour, attitudes and business impact of top managers
    (1994) Myers, Andrew; Kakabadse, Andrew P.; Gordon, C.; Alderson, Siobhan
    The findings in this paper are based on the results of a postal survey of 168 top level managers in French organisations. Demographic variables, behavioural characteristics and measures of business impact have been linked in order to discover whether organisational infrastructure concerns, educational achievements of top management, or the behaviour of top management, or a combination of these, influence the business performance of French private sector organisations. The results show that the level of qualification attained does not indicate whether French senior managers will perform effectively, nor is the configuration of organisation structure significant for effective management. Crucial, however, are the attitudes and behaviour of senior managers, who are identified as significantly impacting on group and organisational performance. It is considered that four areas of management are pertinent to the continued growth and development of French senior managers, namely enhancing the ability to respond positively to feedback, enhancing interfacing skills, effective use of consultants and assisting managers to be high achievers.
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    Issues and dilemmas facing public and private sector organisations in the effective implementation of BPR
    (Cranfield School of Management, 1995) Braganza, Ashley; Myers, Andrew
    Business process re-engineering (BPR) is a recent change phenomena that has grabbed the attention of those working in public sector and private sector organisations. In the organisational sense BPR is identified as a key strategic initiative for achieving business improvement in the 1990s. The failure rate of such initiatives once undertaken, however, is reported to be quite high. Why should that be? This article provides some evidence as to why this could be the case. It draws on current literature which centres on three key debates, namely: classifying, planning and managing a BPR initiative. Each of these debates is discussed. There is also a lack of empirical evidence of the importance and difficulties organisations face when undertaking a BPR initiative. It is all very well saying that you should follow a set plan for such an initiative, yet there is no indication as to how difficult it is to implement each stage of that plan. Hence, the Information Systems Research Centre, based at Cranfield School of Management, wished to address this issue. The Centre undertook a survey of managers working in the public and private sector attending a Symposium. Five success factors were identified as key to the implementation of a BPR initiative, namely: 1. induction, 2. providing skills, 3. commitment to the project, 4. changing roles and systems, and 5. changing culture, attitudes and behaviour. The relative importance, difficulties and implications of these are discussed.
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    A study of the role, contribution and performance of Australian directors
    (Cranfield University School of Management, 2008-04) Kakabadse, Andrew P.; Kakabadse, Nada K.; Pumphrey, David; Myers, Andrew
    There is general consensus that Chairmen are trustworthy individuals of integrity. The openness and mutual respect in their relationships with CEOs and MDs is ranked highly by all Board members and their commitment to organisational goals is valued. Nevertheless, there is a perception, particularly among Deputy Chairmen, that Chairmen seek insufficient feedback on their own performance. Similarly, Deputy Chairmen see Chairmen as being illdisciplined, suggesting that there is room for improvement around the area of internal governance.
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    A study of the role, contribution and performance of UK board directors
    (Cranfield University School of Management, 2008-04) Kakabadse, Andrew P.; Kakabadse, Nada K.; Myers, Andrew
    The quality, integrity, skill and wisdom of UK Board Chairmen is seen to be unimpeachable. However, a comprehensive survey of all FTSE 350 Directors raises question marks over the effectiveness of their contributions to Board performance, effective organisational governance and shareholder accountability. These three concerns offer real opportunities for improved performance.
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    A survey of Russian organisations
    (Cranfield University School of Management, 2009-09) Kakabadse, Andrew P.; Kakabadse, Nada K.; Myers, Andrew
    Fifty members from the Russian Managers Association completed a survey that explored views on Chairman of the Board and other aspects of Board performance. Although the number responding is small, the findings present some useful insights into Board performance within Russia.
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    A survey of Scottish public service organisations
    (Cranfield University School of Management, 2007-05) Kakabadse, Andrew P.; Myers, Andrew; Kakabadse, Nada K.
    Around 280 Scottish public service organisations were contacted to take part in the survey into Chairman. Members from public services bodies such as the National Health Service, Higher Education establishments, and Voluntary Sector organisations were encouraged to ask other members of their Board to complete a short questionnaire.
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    A survey of South African directors
    (2009-10-01T00:00:00Z) Horwitz, Frank Martin; Kakabadse, Andrew P.; Kakabadse, Nada K.; Myers, Andrew
    As part of an international comparative study conducted by Cranfield School of Management in the United Kingdom, Board members from the Institute of Directors in Johannesburg and Johannesburg Stock Exchange (JSE) data base at the University of Cape Town’s Graduate School of Business (GSB) were invited to take part in a survey that explored views on Chairman of the Board, the role and contribution of other Board Directors and other aspects of Board performance. In total 100 questionnaires were completed, providing some useful insights into Board performance within South Afric