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COMPETENCES – ARE THEY USEFUL TO TRAINERS?
Stewart, Jim; Page, Chris - In: Industrial and Commercial Training 24 (1992) 7
staff. Looks at the problems involved in trying to use competences where the highly‐trained staff show an adverse reaction …
Persistent link: https://www.econbiz.de/10014755753
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Personal competencies, organizational competencies, and employability
Civelli, Franco - In: Industrial and Commercial Training 30 (1998) 2, pp. 48-52
“immutable”. Hence the path followed with competences, the approach in the organizational world called “the competence based …, in which symbolic, cultural, social and value variables are becoming fundamental. The issue of competences, which, with … becoming more and more urgent to be able to identify the ownership of specific competences and their implementation, at a given …
Persistent link: https://www.econbiz.de/10014755918
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COMPETENCY‐BASED HUMAN RESOURCE DEVELOPMENT – MAKING SENSE OF THE IDEAS
Elkin, Graham - In: Industrial and Commercial Training 22 (1990) 4
Recent attention to competencies, especially the McBer approach, is reviewed. Different definitions focusing on personal qualities or task performance are outlined and it is proposed that neither macro‐competencies nor micro‐competencies are necessarily the practical route, and...
Persistent link: https://www.econbiz.de/10014755703
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BIG EARS AND A SKATEBOARD: USING IMAGE AND SYMBOLS IN TRAINER DEVELOPMENT
Holden, Richard - In: Industrial and Commercial Training 25 (1993) 9
about “competences” and attention focused on how best to equip trainers to intervene effectively within their organizations … effectiveness within their organizations. Describes how participants are asked to draw a “picture” of the “ideal trainer”. Symbols …
Persistent link: https://www.econbiz.de/10014755782
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The importance of the managerial hybrid
Rees, W. David - In: Industrial and Commercial Training 28 (1996) 7, pp. 5-8
Explains how most people with managerial responsibility have a specialist background. Also, most management may be undertaken by “hybrids” who combine specialist activity and managerial responsibility. Unless the process of converting specialists into part‐time or full‐time managers is...
Persistent link: https://www.econbiz.de/10014755876
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Computer mediated communication ‐ is it good for organizations?
Rowley, Jennifer - In: Industrial and Commercial Training 31 (1999) 2, pp. 72-74
. Highlights advantages and disadvantages of CMC and the effect it has had on roles within organizations. Concludes that further … between organizations. Examines the effect of CMC within organizations, in terms of individual and group relationships …
Persistent link: https://www.econbiz.de/10014755958
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The art of mentoring
Pegg, Mike - In: Industrial and Commercial Training 31 (1999) 4, pp. 136-142
How can you be a good mentor? How can you pass on your wisdom? How can you help people to find their answers to challenges? Mentoring now plays a key role in organisations that wish to pass on their hard earned wisdom. But how to ensure that such an approach works? This article explores issues...
Persistent link: https://www.econbiz.de/10014755965
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A MANAGEMENT EXERCISE FOR TRAINERS IN NIGERIA
Akin‐Ogundeji, Oladele - In: Industrial and Commercial Training 20 (1988) 1, pp. 3-5
A two‐day workshop for trainers in Nigeria, designed to enable trainers to influence managers about training by clarifying the formers' own perceptions, is reviewed. These perceptions were focused on trainers' feelings about the powerful managers and on their understanding of the role of...
Persistent link: https://www.econbiz.de/10014757045
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Skills and competency management
Homer, Mark - In: Industrial and Commercial Training 33 (2001) 2, pp. 59-62
Many leading companies are looking at ways to link skills development to strategic objectives as well as to demonstrate compliance with industry regulations. The greatest cost of learning is the time people are not working at their jobs. The solution is to minimise the time spent in training and...
Persistent link: https://www.econbiz.de/10014754972
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Culture change through applying competencies in development centres
Matheson, Ian - In: Industrial and Commercial Training 33 (2001) 4, pp. 131-134
Lewisham Council is at the forefront of current local government reform that requires significant cultural shifts in management and service delivery. To achieve the required changes, the council recognised that it should implement management competencies that embedded its vision and values in...
Persistent link: https://www.econbiz.de/10014754980