Three central questions come to mind when considering change: Why does it happen? How does it happen? How can it be better managed? The changes we are exploring are not smooth, natural transitions, but periods of considerable turbulence and unnatural activity which require careful and skilful...

The National Health Service is increasingly aware that the development of organisations and management is crucial to the pursuit of “excellence”. In light of this, the experience of one internal grouping, the Trent Regional Health Authority Organisation Development Unit, is reviewed as a...

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...

The government has challenged public sector organizations to demonstrate that they can provide the best service in terms of cost and quality. The Achieving Management Potential (AMP) programme is an important part of the Inland Revenue′s response to that challenge. In 1991 the IR drew up an...

Explores issues arising from an evaluation of a qualification based management development programme run in partnership between Bristol Business School and Chep UK Ltd. Finds the outcomes of the research were important in three ways. First, in providing a greater understanding of stakeholder...

Describes a process of management learning and development involving over 100 senior public sector managers in the States of Guernsey and covering a period of six years. Details the programme’s content and action learning approach which had much in common with many other management development...

Introduces Caledonia Council, a business simulation specifically created to prepare senior managers in local government for major reorganization. Describes how it was designed in a partnership between client (Central Regional Council) and consultant (The Argyll Consulting Group) and has been...

A supervisory management programme addressing both the strategic and operational needs of modern healthcare providers has recently been piloted in a private‐sector hospital. The one‐year programme combining self‐study, trainer‐led workshops and the workplace application of learning took...