All too often, managers are deemed to “need training” and sent on courses, with the process assumed to be complete at the end of the course. This article argues that management education must be seen as an ongoing process rather than a discrete event. It presents a model for executive...

This is the first of two ground‐breaking articles set to challenge the training community with a call to action written by Dr Richard Hale, a leading proponent of action learning. Here he argues that the time has come to shatter the myths that have emerged based upon the propositions of Donald...

Reports on the reasons for failure in IT applications. Looks at typical cases of failure and defines success factors. Concludes that a range of human and technical factors interplay together, to produce project failure. Offers general guidance for project success, with emphasis on management and...

Stresses the need for evaluation of management training and development. Distinguishes between single‐loop learning (monitoring) and double‐loop learning (evaluation). Suggests that evaluation throws up certain “quandaries”. Why do most management development programmes espouse a...