States that international companies must consider the cultural differences between countries or risk serious and expensive problems. Uses real‐life examples to examine mis‐understanding and failed communication in global business. Describes how such problems can be identified and...

Japanese companies are successfully operating in other countries but foreign companies operating in Japan have not been as successful. An exception to this experience is the insurer, American Family Life Assurance Corporation (AFLAC), headquartered in Columbus, Georgia, USA. Over 75 per cent of...

Suggests that poor communication gives rise to more management and human relations problems than all other causes put together. Offers practical steps to improve abilities. Recognises the need to ask questions, project a clear and positive image and make sure people know the why, how and by when...

Explores recent survey information into management executives′ ability to retain information within an interactive skills training environment. Suggests that our ability to learn and understand complicated procedures come from the action of “doing them” so interactive coaching,...

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...

Offers two examples of organizations′ high achievement in training and human resource development (HRD) together with suggestions for maintaining organizational competitiveness. Discusses the HRD approaches adopted by the British Multinational Manufacturing Company, and that followed by a...

A new executive role has emerged, the chief information officer or CIO. Five successful CIOs in five different industry types agreed to be observed for one work week each. Perhaps the most important shared characteristic among these successful information executives was their use of figurative...

Second of a two‐part article. Looks in detail at evaluating the effects of training and understanding its objectives, and at specifying IT management training programmes – together with four criteria for their likely success.