This study examined sources of information used, environmental scanning practices, and organisational performance of CEOs of 47 small to mediumsized Nigerian manufacturing rms. The results show that environmental scanning practices vary from rm to rm depending on the characteristics of the environment within which they have to operate. For the Nigerian sample there was greater scanning frequency in the economic and political/legal sectors of the environment, followed by the customer/market and competitor sectors. Environmental scanning frequency did not appear to affect organisational performance as measured by pro t margin and return on equity. There was a preference for internal over external sources of information, but there was no difference in the use of personal and impersonal sources. The results are evaluated in light of the characteristics of the Nigerian environment and the results of prior scanning research.

Since the late 1960s, the political aspect of planned organizational change has received considerable attention. But despite the increasing acceptance of the fact that organizational change is inextricably linked with organizational politics, organization development (OD) professionals have continued to be cautious in grappling with the political realities involved in the implementation of planned organizational change. This article conceptualizes planned organizational change as a continuum of relationships with three degrees or levels of change. A sequential approach to the political involvement of OD professionals has been developed and an analytical framework has been presented that calls for matching degrees of political involvement to the level of change desired.

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Asserts that top management needs to be aware of both high and low consensus among their management teams in terms of commitment to what they say they are doing in the organization. All too often leaders in organizations who are conditioned by repetitive refrains of hearing the “customer is number one” come to believe it and fail to evaluate the extent to which it is actually operative in the firm. Attempts to give a background for strategic management and organizational effectiveness and to relate a current observation to answer the question: do we do what we say we do? Emphasizes the importance of strategic management and organizational effectiveness. Presents an array of organizational effectiveness concepts that relate to strategic management processes. Uses data from a New York Stock Exchange listed company with more than 1,500 employees to investigate the level of commitment and consensus among the top management team, and presents the findings.

Explores the organizational components deemed necessary to the development of heterogeneous self‐managed work teams. Explains the interrelationship between organizational structure and strategies. Describes the organic structure, with emphasis on formalization, socialization, training and empowerment/ decentralization, as the cornerstone of the development of these teams. Outlines strategies for effective use of communication, shared values and trust.