Describes three of the situations in which a manager can be helped to learn by others – problem solving, using networks, colleagues. States that the reason so many so‐called learning opportunities are not effective is because they are not managed. Takes six helpers – boss, grand boss,...

This article argues that analyses of causes of some ineffectiveness in the education and training of managers have been incomplete, and that some potential solutions have been insufficiently recognised, co‐ordinated and implemented. It is necessary to give greater attention to the learning...

Some attention is at last being paid to the subject of how to help people, especially in my case managers, to learn how to learn effectively. It is not part of my purpose to argue again why so little attention seems to have been paid to the needs of the learner in the past, and why a change of...

The fundamental contributions of Hotter, Stewart and Mintzberg to the study of management are discussed.

Examines the importance of the individual and the organization in the learning process of managers. Discusses recognizing and using learning opportunities, providing help, and using real‐time management experience for learning. Focuses on action learning and empowerment.

Investigates what lies behind the cliche that “managers learn from experience”. Reviews a project undertaken with 21 directors in 15 organizations in the United Kingdom, who were interviewed over a period of three months about their experiences at work and what they had learned from them....