This paper examines internal processes associated with delivering customer satisfaction focusing particularly on the relationship between the nature and extent of internal marketing and its outcome in terms of the level of organisational commitment on the part of employees. The concepts of...

Ninety‐four per cent of the bankers who responded to a recent survey think that establishing a sales culture is very important to their institution’s success, yet less than half had actually instituted even the most rudimentary reforms. This article outlines the reasons which make the...

Looks at the link between learning and organisational culture. Notes that it is people within organisations who learn, not the organisation itself. Describes the process of learning and links motivation, learning and change. Concludes with the need for an organisation to develop a learning...

Discusses the process of change in an organisation via learning. Comments on developing and checking out the vision needed which leads to a strategic plan and the sorting out of a sequence of events to achieve it. Looks at the learning culture combined with the approach taken to management...

Reports on a training and development programme tailored especially for newly merged consumer bankers. Describes a two‐week programme called Consumer Sales Academy to teach the necessary skills and develop confidence and enthusiasm. Discusses feedback, follow‐up and evaluation of the Academy...

Describes the two‐core management development programmes. Featuring internationally known business school faculty and consultants the first core stressed global strategic thinking: achieving world class excellence. Describes the integration of the International Division corporate strategy....

The European Commission′s Executive Training Programme in Japan is introduced, explaining its contents and objectives, including the 12‐month language module and six‐month “total immersion” language and Japanese business culture exposure as a trainee working in a number of prominent...

In many companies there is a growing gap between the rhetoric of corporate vision and the reality of management life. A vision needs to be communicated and shared. This requires top management commitment, persistence and communication skills. Managers are deficient in communication skills and...

A programme of introducing teamworking into the business was undertaken at BICC Cables, a leading cable manufacturer. Teamworking allowed managers to combine their efforts in dealing with business strategy and organizational change, and to implement changes in a spirit of common purpose and...

To survive the 1990s, senior managers need to develop and maintain a culture of team working. This will prove to be the single most dynamic force which will equip organizations to adapt to the new realities of the business world. Careful planning must take place, if managers are to maximize the...