In changing times, vision and values can be the most powerful focus an organisation can have. The CEO is an architect of these values. They must be shared, and tied to reward systems. Several case examples are cited, including statements of values from DuPont, Tampella and American Commercial...

Purpose – The purpose of this paper is to argue that how HRD is undertaken needs careful consideration, since some HRD implementation schemes may actually prevent the acquisition of new knowledge, thereby developing stagnation. Design/methodology/approach – The paper uses qualitative data...

Notes that, in an environment of rapid change, organisational learning theory appears to offer much for organisations trying to grapple with change and growth. However, not all theorists agree on the methodologies of organisational learning, and there is little consensus about how organisations...

More and more organisations are using teams to solve problems, plan for the future and improve products, processes and services. One method of enhancing group effectiveness is to use a facilitator. Facilitators, however, need to be trained in order to accomplish their role effectively. This can...

For various reasons organisations can enter a condition that presents them with a “transformational imperative”. This happens when “old” ways of doing business cease to deliver sustainable competitive advantage and usual ways of “putting things right” fail to restore business...

Discusses how competency models are used with the intent to improve managers’ leadership skills. Determines that competency models will not result in any substantive changes in behaviors because they fail to address managers’ fundamental beliefs about the practice of business. A new...