The Top‐flight initiative at British Airways – Part 2
Second of two articles focuses on cultural and attitudinal factors that are potential stumbling‐blocks to corporately driven initiatives for systematic change. Considers short‐term versus long‐term time perspectives and corporate versus departmental interests. Discusses the British Airways leadership development programme including issues of selection versus position in the company. Considers the role of the manager of potential participants and concludes that the greatest effort must be concentrated on the issues affecting career choices and progression.
Year of publication: |
1990
|
---|---|
Authors: | O′Neill, Brian |
Published in: |
Executive Development. - MCB UP Ltd, ISSN 1758-6011, ZDB-ID 2062748-8. - Vol. 3.1990, 3
|
Publisher: |
MCB UP Ltd |
Subject: | Masters of Business Administration | Management development | Organizational structure | Training |
Saved in:
Online Resource
Saved in favorites
Similar items by subject
-
Kane, Bob, (1998)
-
Management Development: Making the Investment Count
Mumford, Alan, (2001)
-
FROM COLLEAGUES IN ADVERSITY TO THE SYNERGY OF THE SET
Mead, Mike, (1990)
- More ...
Similar items by person
-
The top‐flight initiative at British Airways – Part 1
O′Neill, Brian, (1990)
- More ...