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The power of dialogue
Varney, John - In: Management Development Review 9 (1996) 2, pp. 30-32
strategic planning. As senior managers bring the spirit of dialogue into the workplace, there will be extraordinary changes in …
Persistent link: https://www.econbiz.de/10014936657
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Blocks to Better Management
Ball, Tony - In: Management Development Review 7 (1994) 4, pp. 14-15
Provides a commentary on the inadequacy of verbal communication between managers, suggesting that this fosters distrust …
Persistent link: https://www.econbiz.de/10014936553
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The people investment process at Solihull Council
Collins, Donn - In: Management Development Review 8 (1995) 5, pp. 15-17
Council, and the ways in which the standard was achieved. Discusses the processes and vision, and the role of managers and …
Persistent link: https://www.econbiz.de/10014936610
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Why Use the Outdoors?
Yeadon, Wendy - In: Management Development Review 7 (1994) 3, pp. 27-29
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...
Persistent link: https://www.econbiz.de/10014936539
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How to Be a Good Coach
Barry, Tom - In: Management Development Review 7 (1994) 4, pp. 24-26
employees, but also on the ability of managers to change their role accordingly in order to guide and support these individuals …
Persistent link: https://www.econbiz.de/10014936544
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Management Development in East Anglia
Quayle, Michael - In: Management Development Review 7 (1994) 4, pp. 34-40
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...
Persistent link: https://www.econbiz.de/10014936545
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How to define management: a modular approach
Shenhar, Aaron J.; Renier, J. - In: Management Development Review 9 (1996) 1, pp. 25-31
different purposes. First, it may help managers understand the complexities of their job in various situations and identify …
Persistent link: https://www.econbiz.de/10014936651
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THE DEVELOPMENT OF FIRST‐LINE MANAGERS AT ICI
Pearce, Ian - In: Management Development Review 5 (1992) 1
Reports on ICI′s training and development of first‐line managers, including the various processes and stages of … thinking. Shows the importance of first‐line managers and includes a three‐part model which explains their role. Concludes that … there is further motivation for managers in pursuing individual development after the job is done.  …
Persistent link: https://www.econbiz.de/10014936674
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COUNSELLING AND ADVICE IN MANAGEMENT DEVELOPMENT
Margerison, Charles - In: Management Development Review 5 (1992) 5
managers can give and receive useful input and the experience garnered can then be usefully passed on to others. The … receptiveness of managers to these comments and advice is of great importance. Discusses various techniques for hosting meetings and …
Persistent link: https://www.econbiz.de/10014936713
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DEVELOPING MANAGERS FOR THE EUROPEAN MARKET
Osbaldeston, Michael - In: Management Development Review 6 (1993) 1
Across Europe organizations in industry and education are grappling with the problem of identifying and developing the “competent international manager” who has the skills and abilities appropriate to the changing demands of a new business era. These organizations share one thing in common...
Persistent link: https://www.econbiz.de/10014936734