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Directions in Voluntary Sector Management

Courtney, Roger - In: Management Development Review 7 (1994) 3, pp. 33-36

confusion. Outlines a number of new directions as the key development areas for the management of voluntary organizations. …

Persistent link: https://www.econbiz.de/10014936541

Upstream Thinking in Management

Wood, Martin - In: Management Development Review 7 (1994) 4, pp. 3-4

takes place. Uses the analogy of a salmon struggling up river to show management today as an uncertain journey from the …

Persistent link: https://www.econbiz.de/10014936543

How to Be a Good Coach

Barry, Tom - In: Management Development Review 7 (1994) 4, pp. 24-26

. Advocates the abandonment of the traditional command and control style of management in favour of a “coaching” approach, and …

Persistent link: https://www.econbiz.de/10014936544

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 …, access and cost. Seeks to identify practical approaches to management development in small – and medium‐sized enterprises and … establishes candidate profile for competence‐based management qualifications. …

Persistent link: https://www.econbiz.de/10014936545

Opportunity 2000: Three Years On

King, Stephen - In: Management Development Review 7 (1994) 5, pp. 23-25

Commemorates the third anniversary of Opportunity 2000 by considering exemplars of best practice and notable progress in the light of the campaign′s objectives. Case studies on employment practices focus on the Littlewood′s Organization and Oxfordshire County Council, both of which have...

Persistent link: https://www.econbiz.de/10014936546

The Human Side of Business Process Re‐engineering

Evans, Rob - In: Management Development Review 7 (1994) 6, pp. 10-12

Scrutinizes business process re‐engineering (BPR) programmes and their effect on employees – resistance and inability to change. Suggests BPR is ot the technically‐driven exercise many consider it to be; but instead groups together identification of customer needs, use of enabling...

Persistent link: https://www.econbiz.de/10014936548

The Qualities of UK Management

Stubbs, Roger - In: Management Development Review 7 (1994) 2, pp. 3-8

Extract from the report made by Sundridge Park Management Centre and MORI, in making the 1993 British Quality of … Management Awards. Looks at management capabilities and questions whether UK managers provide the leadership and competence …

Persistent link: https://www.econbiz.de/10014936550

Towards Self‐managed Appraisal

Bell, Mike - In: Management Development Review 7 (1994) 4, pp. 5-8

Recounts the experiences of a line manager and consultant, and his attempts to transform performance appraisal for the benefit of the individual, manager and organization. Describes the methods by which appraisal was handed back to the staff, using upward feedback from internal customers and...

Persistent link: https://www.econbiz.de/10014936551

Tools for a Learning Organization

Pearn, Michael - In: Management Development Review 7 (1994) 4, pp. 9-13

Reviews the development of the concept of the learning organization, and describes a project which developed a range of practical tools to be used by trainers and line managers in order to help their organizations become learning organizations. Explains how these tools, consisting of workshop...

Persistent link: https://www.econbiz.de/10014936552

Blocks to Better Management

Ball, Tony - In: Management Development Review 7 (1994) 4, pp. 14-15

, and concludes that the role of management must be reversed if companies are to become world leaders. …

Persistent link: https://www.econbiz.de/10014936553