Retailers are concerned that consumer spending may be affected by a forthcoming increase in taxation. Reports on the different approaches taken towards management training and development by Scottish Power and Martin Dawes in an effort to continue their expansion in the electrical retail industry.

Reports on a development centre programme undertaken in collaboration with Criterion Partnership. Outlines the seven objectives, specifying the methods used, and summarizes the results together with typical comments from the participants.

Suggests that outdoor activities should be part of a training programme as, by using practical activities which emphasize process rather than task, people consider parallel situations at work and become more motivated to change their approach to different jobs. This flexibility can be cost...

Suggests that voluntary organizations must respond to various changes taking place in order to survive. Many public sector units are being transferred to the independent sector which will mean growth in the voluntary sector, calling for increased professionalism in income generation and...

Argues that the survival and success of organizations today depends not only on devolving responsibility to individual employees, but also on the ability of managers to change their role accordingly in order to guide and support these individuals. Advocates the abandonment of the traditional...

Establishes the level, range and scope of current management education, training and development (METD) activity in small and medium‐sized enterprises and identifies good practice and assesses barriers to METD including issues of provision, access and cost. Seeks to identify practical...

Recounts the experiences of a line manager and consultant, and his attempts to transform performance appraisal for the benefit of the individual, manager and organization. Describes the methods by which appraisal was handed back to the staff, using upward feedback from internal customers and...

Considers the “rational” decision‐making model and argues that it neither describes actual decision‐making processes nor can be used as an adequate guide to effective decision making as it ignores potent social, political and cognitive influences. Suggests that the main assumptions of...

Discusses critically some of the misconceptions of self‐managed learning enshrined in arguments propounded by traditionalist management educators unsympathetic to current trends in strategic learning. Offers a rationale for extending strategic approaches to learning in terms of “pragmatic...

Details the results of an attempt to identify the impact of a comprehensive management development programme on organizational effectiveness within the health service public sector. Concludes that management development programmes must have a prespecified set of strategically‐linked outcomes,...