Proposes that executive development specialists should become part of the company′s infrastructure to help facilitate changes on an ongoing basis. Considers that companies are in “continuous evolution” and discusses the responsibility of human resource professionals in facilitating these...

Describes the two‐phase implementation of a programme to revitalise a small manufacturing company. Explains how senior managers clearly identified the company′s mission, goals and objectives. Notes the highly participative workshops to assist employees to better understand communications...

Explores the requirements of successful executive development programmes and looks at three superior examples in the USA. Describes how extensive CEO involvement is essential and that leading companies believe they must build their programmes from scratch. Notes that the executive development...

Discusses the purpose of executive development. Argues that maintenance learning which often misses changes, and crisis‐driven shock learning can aggravate the problems they are attempting to solve. Considers the importance of anticipatory learning including participatory and...

Explains how senior management determined to achieve a more open style in the workplace based on committed teams engaged in open and honest communication to plan and achieve corporate, business and individual objectives. Using a 23‐point questionnaire returned anonymously by staff the results...

Identifies 13 uses of performance appraisal. Describes the system in use at Yorkshire Television as an open document shared between appraisee and appraiser. Discusses performance related pay and lists some of the concerns including the possible emphasis on end result rather than quality of work....

Defines the successful Euro manager as someone who is comfortable in managing and challenging diversity, in particular the differences between people of different cultures. Suggests the need to re‐examine the management competences needed to be a pan‐European manager. Considers that training...

Discusses the development of potential in middle managers. Describes the development of competence in key areas and creating the mechanism for learning including action learning groups, performance management programmes and development centres. Concludes that the transition from middle to senior...

Provides an American perspective on European management education. Describes how, in Europe, management education, without rigid US accreditation standards, is conceptualized differently and is developing in innovative directions. Uses two examples from UK business schools and comments on the...

Discusses the process of change in an organisation via learning. Comments on developing and checking out the vision needed which leads to a strategic plan and the sorting out of a sequence of events to achieve it. Looks at the learning culture combined with the approach taken to management...