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Bown, Geraldine - In: Industrial and Commercial Training 21 (1989) 5

The 4th European Women′s Management Development Conference – “The New Manager: Changes and Challenges” took place in …

Persistent link: https://www.econbiz.de/10014755684

The Features of Useful Management Courses

Mmobuosi, Ifechukude B.; Aduaka, Erasmus C. - In: Industrial and Commercial Training 21 (1989) 5

Useful courses satisfy, among other principles, the principles of content and process relevances. They also cut, in the participant′s mind, positive images of the trainer, the course and the course‐offering institution.

Persistent link: https://www.econbiz.de/10014755686

Creating a New Men’s Leadership

Simmons, Michael - In: Industrial and Commercial Training 21 (1989) 6

Programmes to create equal opportunities for women have taken place in many organisations. The ensuing need, however, to find ways to enlist male managers as allies for such programmes, has prompted many people to begin to think about the specific training needs of men from a fresh viewpoint....

Persistent link: https://www.econbiz.de/10014755689

THE PRACTICAL APPLICATION OF INTERPLACE II

Woods, Mike; Thomas, Elwyn - In: Industrial and Commercial Training 22 (1990) 5

Belbin′s Self‐Perception Inventory (SPI) has become a standard trainers′ tool. Interplace II has developed the original concepts, ironed out the weaknesses of the SPI and made progress in the field of team building. Examples are given of the specific assistance that can be obtained from...

Persistent link: https://www.econbiz.de/10014755694

CORPORATE DOWN‐SIZING: AN AMERICAN TRAINER′S AFFLICTION

Cheek, Gerald D.; Cameron, Walter - In: Industrial and Commercial Training 22 (1990) 4

Many American corporations, for various reasons, have performed poorly and are now facing economic problems. However, the number of managers has increased dramatically. Their size, diversification, planning strategies, government regulations, new technologies, lack of expertise, and mistrust...

Persistent link: https://www.econbiz.de/10014755699

IT IS LEGITIMATE TO BE UNAVAILABLE

Coates, Jonathan - In: Industrial and Commercial Training 22 (1990) 5

Differences between controlled time (your choice of how to use your time) and response time (meeting the demands on your time by other people) are described. It is suggested that managers can increase their controlled time, first by assessing priorities and second by screening out demands, by...

Persistent link: https://www.econbiz.de/10014755701

WHAT INTERNATIONAL SKILLS ARE NEEDED BY MANAGERS OF TODAY AND TOMORROW?

Oliver Nordstrom, John; Kleiner, Brian H. - In: Industrial and Commercial Training 22 (1990) 5

Some light is shed on the skills and knowledge needed by international managers. The managers must understand the people and their customs as well as the legislative and legal implications involved in doing business in foreign countries. Also some examples and ideas are presented as to how to...

Persistent link: https://www.econbiz.de/10014755702

IMPROVING OUR ABILITY TO MANAGE CHANGE

Guptara, Prabhu S. - In: Industrial and Commercial Training 25 (1993) 4

Based on considerable experience, looks at the relationship between change and power, the role of change structures, and examines the importance of change signals, symbols and culture including “culture generators”; suggests that there are only four basic questions which need to be examined,...

Persistent link: https://www.econbiz.de/10014755770

MANAGEMENT DEVELOPMENT: INTEGRATING INDIVIDUAL AND ORGANIZATIONAL NEEDS

Anderson, Gordon C. - In: Industrial and Commercial Training 25 (1993) 4

Examines the contribution, to both individuals and organizations, of the less formal processes of management … approaches to management development in their own right, and in helping individuals in organizations to assimilate and apply … learning derived from more formal management development methods, including management training. …

Persistent link: https://www.econbiz.de/10014755772

THE DIMENSIONS AND DILEMMA OF CHANGE

Eales‐White, Rupert - In: Industrial and Commercial Training 25 (1993) 9

Examines the key variables which need to be understood and managed to achieve optimum growth out of change. Specifically, considers how to alter the dimension of each variable. Variables considered are the environment, continuity, size, phasing, frequency, duration, the initiator, the...

Persistent link: https://www.econbiz.de/10014755783