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Stapley, Tony - In: Management Development Review 9 (1996) 4, pp. 5-8

supportive management and staff training in order to achieve continual improvement, comparing kaizen ‐based and innovation …

Persistent link: https://www.econbiz.de/10014936664

Eastman makes the most of motivation

In: Management Development Review 10 (1997) 5, pp. 188-190

Some companies increase their profits by eliminating jobs or cracking the whip to get employees to work harder. The Eastman Chemical Company, based at Kingsport, Tennessee, USA, has increased sales by 84 per cent in ten years by motivating its employees. Describes the philosophy known as “the...

Persistent link: https://www.econbiz.de/10014936855

A Portfolio Approach to Management Development

Newton, Robert; Wilkinson, Michael - In: Management Development Review 7 (1994) 1, pp. 24-31

Looks at management development at Ashworth Hospital as part of a continuing programme of professional development. This programme is innovative and revolutionary. It puts control of learning in the hands of the participants who are responsible for driving the programme and share the...

Persistent link: https://www.econbiz.de/10014936788

MANAGEMENT DEVELOPMENT IS DEAD!

Wickens, Peter - In: Management Development Review 5 (1992) 5

Management development as a separate, discrete area of activity in training is no longer viable. Challenges the status …

Persistent link: https://www.econbiz.de/10014936707

Integrated Leadership Assessment

Hrynkiw, Nancy - In: Management Development Review 7 (1994) 2, pp. 35-37

Describes a new assessment and training system for leaders of individuals or teams. Details the methods used to … identify current skills and to develop potential and includes a quiz to help identify leadership style. …

Persistent link: https://www.econbiz.de/10014936795

Best practice in people management

In: Management Development Review 10 (1997) 5, pp. 179-182

The number of companies attempting to benchmark the activities of their human‐resource department ‐ that is, to compare it with different organizations considered to be the best in their class ‐ is growing. Discusses best practice in the area of people management, based on a benchmarking...

Persistent link: https://www.econbiz.de/10014936852

Looking at Developing Leadership

Davies, George - In: Management Development Review 7 (1994) 1, pp. 16-19

Details the development programmes run by Cambridge Management Centres. Leadership development is high on the training … and learning agenda and the Centres believe that leadership can be developed in most people by designing and delivering … supportive leadership development programmes which also help to explore individual personality preferences. …

Persistent link: https://www.econbiz.de/10014936786

Tools for a Learning Organization

Pearn, Michael - In: Management Development Review 7 (1994) 4, pp. 9-13

Reviews the development of the concept of the learning organization, and describes a project which developed a range of practical tools to be used by trainers and line managers in order to help their organizations become learning organizations. Explains how these tools, consisting of workshop...

Persistent link: https://www.econbiz.de/10014936552

Why Do Employers Train?

In: Management Development Review 7 (1994) 4, pp. 30-33

training. Finds a marked difference in performance between committed training organizations and their non‐training counterparts. …

Persistent link: https://www.econbiz.de/10014936556

Investing in Managers

Ratcliffe, Peter - In: Management Development Review 7 (1994) 5, pp. 16-18

Investors in People (IIP) is a major governmental initiative aimed at local economic regeneration on a considerable scale and with huge financial backing. Examines the potential long‐term benefits to be gained by organizations achieving the IIP standard, and advises on the creation of a...

Persistent link: https://www.econbiz.de/10014936560

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