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Action Learning: Executive Development of Choice for the 1990s
Keys, Louise - In: Journal of Management Development 13 (1994) 8, pp. 50-56
Action learning is a unique organizational learning process that involves a non‐traditional instructional approach and mindset. It is similar to the case method, in that it was designed as a managerial learning process. It was introduced by Reg Revans and first referenced as early as 1945, in...
Persistent link: https://www.econbiz.de/10014883140
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Management Games and Simulations in Management Development: An Introduction
Wells, Robert A. - In: Journal of Management Development 9 (1990) 2, pp. 4-6
Management games arose on the scene in the late 1950s and were derived from World War II simulations. Since then, they …
Persistent link: https://www.econbiz.de/10014882947
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Utilising Simulation Games: Three Consulting Experiences
Golden, Peggy A.; Smith, Jerald R. - In: Journal of Management Development 9 (1990) 2, pp. 16-21
Simulation games, like other experiential exercises, are methods of developing management skills that involve higher … levels of learning. This article presents three cases of how these games provide a viable management development experience.  …
Persistent link: https://www.econbiz.de/10014882963
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Simulation Gaming for Sales Management Training
Faria, A.J.; Dickinson, John R. - In: Journal of Management Development 13 (1994) 1, pp. 47-59
Compared with other methods of instruction, whether in management training programmes or in university courses … for nearly 40 years. Examines the use of simulation games for sales management training, describes a newly developed sales … management simulation and illustrates its use in a sales‐training programme.  …
Persistent link: https://www.econbiz.de/10014883101
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The Multinational Management Game: A Simuworld
Bernard Keys, J.; Wells, Robert A.; Edge, Alfred G. - In: Journal of Management Development 13 (1994) 8, pp. 26-37
Simuworlds include a management game and business case competition. The Multinational Management Game Simuworld (MMG … operations from a general management level and make decisions. The emphasis of game play is on combinations of strategies similar …
Persistent link: https://www.econbiz.de/10014883139
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Exploring the learning from an enterprise simulation
Gopinath, C.; Sawyer, John E. - In: Journal of Management Development 18 (1999) 5, pp. 477-489
Computer‐based enterprise simulation is increasingly being used as a pedagogical tool in educational courses and training programs. However, the learning benefits from this activity have not been fully understood. In this study, we focus on the participant’s ability to translate a...
Persistent link: https://www.econbiz.de/10014883360
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A Global Management Development Laboratory for a Global World
Keys, Bernard; Wells, Robert - In: Journal of Management Development 11 (1992) 1, pp. 4-11
approaches that can respond to the need for global managers. Also reviews a new edition of the Multinational Management Game, a …
Persistent link: https://www.econbiz.de/10014883631
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The impact of theory of constraints (TOC) in an NHS trust
Lubitsh, Guy; Doyle, Christine; Valentine, John - In: Journal of Management Development 24 (2005) 2, pp. 116-131
project management are highlighted in this study. Failure to do so can potentially derail the change process.  …
Persistent link: https://www.econbiz.de/10014882356
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Creative resolve response: how changes in creative motivation relate to cognitive style
Dew, Robert - In: Journal of Management Development 28 (2009) 10, pp. 945-966
Purpose – This paper aims to introduce a new phenomenon related to creative motivation called creative resolve response (CRR). CRR predicts how creative motivation will vary during problem solving. Design/methodology/approach – In total, 66 MBA students were asked to respond at random...
Persistent link: https://www.econbiz.de/10014882676
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Critical thinking and business process improvement
Ayad, Amine - In: Journal of Management Development 29 (2010) 6, pp. 556-564
Purpose – The purpose of this paper is to explore the dynamics of critical thinking (CT) in contrast with Six Sigma and the “5 Whys” approach that is used by many managers to conduct “Root cause analysis” in business process improvements. Design/methodology/approach – The research...
Persistent link: https://www.econbiz.de/10014882712