This article describes the aims, hypotheses, and first stage of a research project which seeks to compare some of the behavioural characteristics of managerial jobs, and to develop a typology of jobs on this basis. The criteria for selecting these characteristics and the different...

In today′s rapidly changing and high‐pressured environment, managers need to learn to think more strategically about what they should be doing in their jobs. Shows how managers can take a strategic view of their work by first recognizing the flexibility and freedom in the job and then the...

This article examines practical approaches to management learning and development that come with job changes from one area of the organisation to another. Specific examples and a checklist provide guidelines for considering such job moves as management development experiences.

Considers what the phrase “self development” really means for management. Examines the rationale behind general trends towards self development approaches. Discusses the implications for the organization as well as the individual. Finally considers the learning community as a whole and...

The selection and training of managers is hampered by the poverty of our language for describing the differences in managerial jobs. This article gives an account of some of the initial findings of a research project, sponsored by the Social Science Research Council, which aimed to classify the...

The beliefs that managers hold about managing are likely to influence their reception of management training. Managers' beliefs about what it is important for them to do, about how they should manage, how well they do manage, and about the desirability or possibility of changing how they manage,...

MANAGERS are busy people. How busy? If Parkinson is right in his statement that work expands to fill the time available, we cannot necessarily be sure that we are really busy because we feel busy. We can only find out by analysing how we spend our time so as to discover how much we are really...

Background: The organizational context in which healthcare is delivered is thought to play an important role in mediating the use of knowledge in practice. Additionally, a number of potentially modifiable contextual factors have been shown to make an organizational context more amenable to...