Leadership the second coming

Article Abstract:

In England, during the past 40 years, the concept of business leadership has been modified by philosophical trends and economic conditions. Beginning with the Second World War, leadership was no longer seen as the innate gift of the ruling class, but as a skill that could be acquired. In the post-war years, management development was dominated by American ideas such as management by motivation and management by objectives. The economic problems that have troubled Britain since the early 1970s have led to greater realism in management and a growing interest in the nature of leadership. Two contrasting styles of leadership are emerging: the charismatic leader, perhaps best personified by Lee Iacocca, who is realistic, ambitious, and tough; and the transformational leader, who is a visionary thinker with consistent values and actions.

Usage, Leadership, Executive ability

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Customer service: what do clients really want?

Article Abstract:

Many UK companies have become aware of the importance of customer service, but the response of human resources personnel has been relatively weak. Personnel departments should realize that service personnel are just as important as managers, and they should be treated equally in terms of reward and support. Service personnel should be aware of the psychological factors involved in providing a service, and they should be able to adapt to a variety of situations and customers.

Customer service, Human resource departments

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Putting humanity back into human resources

Article Abstract:

The personnel profession in the UK has not achieved much progress, being bogged down by such mundane concerns as industrial relations and welfare. Recognizing this unfortunate fact, London's Tavistock Institute of Human Relations has spent many years analyzing British personnel practice. One issue that has received considerable attention was the interaction between human nature and technological systems in the workplace.

Human resource management

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