Reports on a recently published research‐based report identifying trends and best practice in career development. Focuses on what is happening at Pilkington Optronics, the London Borough of Brent and ICL. Concludes that developing individual competences to match the requirements of business is...

Reports on a lecture tour in India, featuring the main themes of change, culture, conflicts and creativity, and examines current Western organizational trends, such as: “decent” behaviour; “cashing out”; the notion of “gold‐collar workers”; and the increasing visibility of women...

Questions the existence of traditionally‐structured organizations. Discusses important factors in successful organizations in a turbulent environment. Covers topics such as new challenges, new skills and virtual organizations.

Describes a four‐year study to identify the emotional state of National Health Service and local government senior and middle managers. This was accomplished via managers’ drawings to express their feelings about change. Describes various drawings and discusses their implications.

Presents answers to the question: how does the development of self‐knowledge of managers contribute to organizational success in commercial terms? The question originated from a discussion by a group of management developers about the relationships between personal development and effective...

Describes a development programme for junior and middle managers in an organization undergoing very radical change. After directors profiled demand for likely job characteristics, a range of data was collected for each manager, comprising psychometrics, colleague surveys, and self‐report...

Change is a constant of organizational life today, so we are told. Yet few, if any, writers on the subject define what they mean by change. It is assumed that all change is the same. Sets out to correct this omission in the literature by describing first two, and then three, types of change with...

Suggests that Motorola faces new challenges brought on by its explosive growth. Describes how the company has always had a people‐oriented culture and stresses three key principles: leadership of renewal, renewal of leadership and thinking the unthinkable. States that Motorola is willing and...

States that flexible working methods are a permanent feature of the modern employment market; they offer companies cost savings and other benefits and it has been predicted that by the year 2000 one quarter of the British working population will be involved in flexible working. Many human...

Explains the increased company embedment (ICE) model for unfreezing an organization and creating a climate in which learning flourishes. By taking a holistic approach, an environment is created where ICE is replaced by initiative, commitment and enterprise, allowing people in their own time and...