Articles by Christopher J Bowers
With the aim of trying to bridge the world of academia with that of the 'real world', this journa... more With the aim of trying to bridge the world of academia with that of the 'real world', this journal and the individual articles contained within were produced, not only as part of a module for a challenging Executive MBA, by individuals fulfilling full-time employment with part-time study, but also to showcase existing research around topics considered to be an aid for management in all aspects of business improvement; with some articles also offering case studies.
Each article concludes by offering suggestions if they were in fact a management trend (fad) at the time, or if they were/are/could or will be a business solution.
It is a fact all organisations no matter of size or number of employees are continually searching for the new latest and best management tools and techniques available to be implemented, in the hope of becoming one step ahead of the competition and reaping all the rewards. For example: being the very best at what they do, securing and retaining the best talent, making the most of resources at an affordable cost etc... etc...
Analysing and determining the probability of Talent Management (TM) being a management tool: fad ... more Analysing and determining the probability of Talent Management (TM) being a management tool: fad or solution.
Utilising secondary data and suggestions from academic theorists, empirical evidence derived via interviews and by means of two factual case studies.
Further covering a definition of the TM concept, its history and ascertaining when, where and how this concept was born. Moreover, It shall also advise of what academia tells us and offers examples of theory to practice in some organisations.
Further, advantages and disadvantages of exercising TM and if applicable, any possible benefits that can be derived from the successful implementation of its framework will also be highlighted.
In concluding, a full justification is offered as to why TM may or may not be a business tool and technique that does or does not offer an organisational fad or solution.
In order to facilitate an informative and accurate reading experience and to bridge the gap between business practices and academic intelligence, the writing style of this analysis should heighten the perception of “practice intelligence”, a fusion of business practice and academic intelligence (Brown, 2012).
The research has shown that the concept of TM is very multi-faceted but the limitations on this report do not allow a very in-depth representation of all our findings on the subject.
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Articles by Christopher J Bowers
Each article concludes by offering suggestions if they were in fact a management trend (fad) at the time, or if they were/are/could or will be a business solution.
It is a fact all organisations no matter of size or number of employees are continually searching for the new latest and best management tools and techniques available to be implemented, in the hope of becoming one step ahead of the competition and reaping all the rewards. For example: being the very best at what they do, securing and retaining the best talent, making the most of resources at an affordable cost etc... etc...
Utilising secondary data and suggestions from academic theorists, empirical evidence derived via interviews and by means of two factual case studies.
Further covering a definition of the TM concept, its history and ascertaining when, where and how this concept was born. Moreover, It shall also advise of what academia tells us and offers examples of theory to practice in some organisations.
Further, advantages and disadvantages of exercising TM and if applicable, any possible benefits that can be derived from the successful implementation of its framework will also be highlighted.
In concluding, a full justification is offered as to why TM may or may not be a business tool and technique that does or does not offer an organisational fad or solution.
In order to facilitate an informative and accurate reading experience and to bridge the gap between business practices and academic intelligence, the writing style of this analysis should heighten the perception of “practice intelligence”, a fusion of business practice and academic intelligence (Brown, 2012).
The research has shown that the concept of TM is very multi-faceted but the limitations on this report do not allow a very in-depth representation of all our findings on the subject.
Each article concludes by offering suggestions if they were in fact a management trend (fad) at the time, or if they were/are/could or will be a business solution.
It is a fact all organisations no matter of size or number of employees are continually searching for the new latest and best management tools and techniques available to be implemented, in the hope of becoming one step ahead of the competition and reaping all the rewards. For example: being the very best at what they do, securing and retaining the best talent, making the most of resources at an affordable cost etc... etc...
Utilising secondary data and suggestions from academic theorists, empirical evidence derived via interviews and by means of two factual case studies.
Further covering a definition of the TM concept, its history and ascertaining when, where and how this concept was born. Moreover, It shall also advise of what academia tells us and offers examples of theory to practice in some organisations.
Further, advantages and disadvantages of exercising TM and if applicable, any possible benefits that can be derived from the successful implementation of its framework will also be highlighted.
In concluding, a full justification is offered as to why TM may or may not be a business tool and technique that does or does not offer an organisational fad or solution.
In order to facilitate an informative and accurate reading experience and to bridge the gap between business practices and academic intelligence, the writing style of this analysis should heighten the perception of “practice intelligence”, a fusion of business practice and academic intelligence (Brown, 2012).
The research has shown that the concept of TM is very multi-faceted but the limitations on this report do not allow a very in-depth representation of all our findings on the subject.