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.

Claims that decades of management development have changed little in the way in which organizations function. Aims to show that the fundamental thinking underpinning such activity is flawed in two key ways. First it has failed to challenge the basic premiss, which is of western business command...

Presents a competency framework developed by London Borough of Croydon for the council′s employees, in an attempt to develop management skills and improve service quality. Describes the implementation of the framework and the positive use of appraisal as a development activity leading to...

Argues that mentoring can play an important role in the emerging mainstream of management development and in achieving organizational change. Discusses the roles and benefits of mentoring for the mentor, the mentee and the organization in terms of leadership/management development, succession...

Describes a development programme for junior and middle managers in an organization undergoing very radical change. After directors profiled demand for likely job characteristics, a range of data was collected for each manager, comprising psychometrics, colleague surveys, and self‐report...

Spotlights the cultural transitional process which has taken place following the merger of Glaxo and The Wellcome Foundation to form Glaxo Wellcome in March 1995. Underlines that management was proactive in developing a global culture, inviting a human resource consultancy, Renaissance, to...

Outlines the workings of Action Learning Sets, team‐building and cultural change, and explores the use of Action Learning methodology in the development of health‐care managers. Outlines the spin‐off benefits of the implementation of Action Learning at Ashworth Hospital, such as...

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.

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...