The Tutor Education Centre in New Zealand provides education for educators of adults. After restructuring of the New Zealand Open Polytechnic which resulted in a flatter management structure the centre was asked to provide management training for tutors. The learning styles questionnaire was...

The experience of a top team‐building strategy spanning two years is described from two viewpoints: the company′s, Bendix Safety Restraints, and the providers, Sundridge Park Management Centre′s Team Building Services Unit. The development of a client‐consultant collaborative...

What is the role of the effective human resource development (HRD) organisation in strategic business change. Best practices have emerged which suggest a six‐step approach: (1) a focused strategic approach: identify the key initiatives to which the organisation is committed and build the HRD...

The history of audio‐visual training packages over the last 21 years is examined. Little has changed with respect to subject matter or interactivity but there is now less government sponsorship and less industrial production of specialist educational films. Today′s scene is overwhelmingly...

In the current economic climate, companies are increasingly realizing that their management style has to change. “Downsizing” has resulted in less opportunities for promotion and managers must be able to motivate their staff and enable them to develop in their jobs. The existing management...

Honest criticism is hard to take, particularly from a relative, a friend, an acquaintance, or a stranger. This idea came about because of the author′s involvement in a major training programme, to develop improved communications and sales skills for new employees, in a major UK group operating...

Posits that the traditional methods for analysing training needs are obsolete for companies in “high change” environments. Argues that traditional methods focus on the role requirements of the current job, which assumes a relatively stable organization and environment. Presents a new...

Presents new models for managing people. Part one explores underlying assumptions which can transform the way in which we approach the management of people. Part two introduces a customer‐oriented framework for managing others. A wide range of organizations have successfully adopted this...

Based on considerable experience, looks at the relationship between change and power, the role of change structures, and examines the importance of change signals, symbols and culture including “culture generators”; suggests that there are only four basic questions which need to be examined,...

Presents new models for managing people. Part one explored underlying assumptions which can transform the way in which we approach the management of people. Part two introduces a customer‐oriented framework for managing others. A wide range of organizations have successfully adopted this...