Many Japanese companies still retain seniority‐oriented promotion as the basis of their personnel management. One of its most significant characteristics is that rank and age co‐vary — the older the employee, the higher he is expected to be promoted in the company. Up to the age of 35 the...

Developing effective managers requires a reappraisal of the development process — for the educators, as well as the students. It is necessary to make the curricula as exciting and attractive, as well as basically useful, as possible. The method of teaching, as well as the content, must also be...

The emerging global economic environment has produced a new and critical human resource demand, one that will become even more important in the decades ahead — the international manager. At present, two primary international training approaches exist: organisational and academic. Differences...

Ethics training is important in the preparation of current or future managers, but many people have misconceptions about ethics in general, and business ethics in particular. Those who question the wisdom of business ethics education are ignoring the fact that ethical dilemmas are a standard...

Myths in organisations are often portrayed as evolving gradually, and perhaps decaying even more slowly, whether the myth seeks to establish internal standards or to provide cause and effect in a turbulent environment. A detailed case study of the start‐up phase in a graduate management school...

How do successful management educators prepare for, organise, conduct and evaluate their teaching? A dialogue between four management faculty members is presented.

In the US more than 250,000 students (a quarter of the total US college population) study business education; in all of Europe, only 3,000 MBAs will graduate this year, and Japan has no MBA programmes at all. Why are business courses so popular in the US? How are the different courses...

Some background on General Electric and its executive education operation in the US is provided. The review process and its major findings are described, followed by some of the major recommendations and action taken. Finally, a retrospective evaluation is offered.

Corporations have much to gain from owning education centres. The investment is large, but the pay‐off can be enormous, in terms of cost savings, and priceless, as a result of increased educational effectiveness, more efficient programme administration and a demonstrated commitment to employee...

University‐based executive education programmes have played a major role in the development of upper‐level managers since the beginning of the Second World War. A summary review of research into their effectiveness is presented, and a challenge issued for further investigation as to their...