Examines action learning as a way for individuals to educate themselves for management positions. Considers classroom learning courses and distance learning. Focuses on action learning as a way to develop practical management skills. Proposes levels of action learning, learning methods, ways to...

Four key areas of management development are considered as opportunities for improving performance. These involve the study of colleagues, managers, customers and competitors in a systematic way. Much can be learnt by observing and recording what others do and this knowledge can be applied in...

Managers at a firm of 7,000 workers were included in a plan drawn up for executive development which had the typical problems relative to size and nature. Encouraged to discuss problems and put forward ideas and agendas, the managers showed higher commitment and in the environment provided...

We live in the age of the high‐flyer – fast‐rising movers and shakers destined to transform sluggish corporations into entrepreneurial gems. The downside of such simple strategies is finding high‐flyers and then controlling them. Offers words of advice.

Personal responsibility and choice is a key element of management development. Looks at self‐development and management roles, and the ways in which managers can learn to take on and adapt to various situations. This means taking on a job and learning the wide range of roles that go with that...

Gives advice on topics relevant to the techniques employed in management counselling and consultancy. Shows that all 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...

Learning from others must be planned in such a way that there is maximum co‐operation and goodwill. Managers will, no doubt have to make presentations to their colleagues and discussions will be needed to decide on how to influence others to get decisions made. The higher up in the...

Suggests that management development is always hard to measure, made more difficult, in some cases, by the fact that trainers are not aware of what to look for in the first place. Outlines eight key issues which need to be addressed to ascertain effective best practice including: selecting the...

Appraisal of performance, although thought of as a good idea, needs to be done well, otherwise major problems can arise. Looks at a case in an engineering company where the author was asked to do a management review of 10 per cent of the 4,000 staff by questionnaire. Includes examples of the...

Examines experiences of managers and how this affects employee training and development. Highlights key factors thought by managers to be important in achieving success and also the personal experiences of these in solving managerial problems. Concludes that to develop and achieve results, a...