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....

Points out that feedback is essential to improve continually the performance and development of executives. However, executives rarely receive specific, candid feedback about their work. Suggests that most of these individuals are left to manage in relative isolation, wondering if others support...

Reports on development of a training and development strategy to meet the challenges of the 1990s facing a large food retailer. Starting with discussion groups to identify how First Class service could be achieved, reports on how this resulted in training to meet the needs of people in each...

Explains how British Telecom researched and implemented competence‐based development programmes. Describes their strategy for personal development planning among 20,000 managers. Reports on trials of development centres designed around specific skills leading to identification of participants...

Discusses the development of the Team Management System. Describes the Team Management Wheel with its nine key roles from Controller Inspector to Creator Innovator. Explains the role of the linker manager and the production of a personal profile for each team member. Concludes it provides an...

Questions the real purpose of performance appraisal and describes how it is best achieved. Notes that criticism breeds defensiveness but performance feedback can be done without criticism. Discusses effective performance evaluation and the use of self‐evaluation. Concludes that performance...

Describes how Federal Express Business Logistics introduced Survey Feedback Action, an upward appraisal scheme. Each employer is asked to complete a survey every year, containing appraisal questions on their managers. Return rates are well over 90 per cent. After analyses every manager is given...

Some research suggests that the higher a manager rises, the less likely it is that the manager will receive quality feedback. Reports on a survey which shows that executives want feedback. Several fallacies about appraisal are outlined before a case (or appraisal) is presented.

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...