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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

Rational Decision Making: Myth or Reality?

Heracleous, Loizos Th. - In: Management Development Review 7 (1994) 4, pp. 16-23

Considers the “rational” decision‐making model and argues that it neither describes actual decision‐making processes nor can be used as an adequate guide to effective decision making as it ignores potent social, political and cognitive influences. Suggests that the main assumptions of...

Persistent link: https://www.econbiz.de/10014936554

The Concept of Five‐dimensional Management

Gallon, Belinda - In: Management Development Review 7 (1994) 5, pp. 7-9

address the rigidity characteristic of traditional management training. The approach is based on a simple definition of a … principle that managers should manage others as they eed to be managed. Five‐dimensional management focuses on the importance to … effective management of understanding different personality types and of dealing with each accordingly, though within the same …

Persistent link: https://www.econbiz.de/10014936558

BICC′s Blackley People Programme

Ashton, Chris - In: Management Development Review 7 (1994) 5, pp. 10-15

Considers the challenge faced by management at the Blackley Manufacturing site of BICC Cables when, in 1992, a multi …

Persistent link: https://www.econbiz.de/10014936559

Investing in Managers

Ratcliffe, Peter - In: Management Development Review 7 (1994) 5, pp. 16-18

Investors in People (IIP) is a major governmental initiative aimed at local economic regeneration on a considerable scale and with huge financial backing. Examines the potential long‐term benefits to be gained by organizations achieving the IIP standard, and advises on the creation of a...

Persistent link: https://www.econbiz.de/10014936560

Coaching for Higher Performance

Phillips, Richard - In: Management Development Review 7 (1994) 5, pp. 19-22

as a key development technique which can accelerate learning and performance management when effectively applied …

Persistent link: https://www.econbiz.de/10014936561

What do we believe makes a good manager?

Carmichael, Jan L. - In: Management Development Review 8 (1995) 2, pp. 7-10

Reviews the relatively slow change in attitudes about the characteristics required in management, and explores gender … differences in management style. Reports on research to investigate how both “typical” and “good” managers are perceived in terms …

Persistent link: https://www.econbiz.de/10014936578

Training the trainer at Coral

Mangham, Greg - In: Management Development Review 8 (1995) 2, pp. 22-25

Investigates the three‐year trainer and team development initiative at Coral, the bookmaker, intended to support the company′s launch of a ew brand and image. Concludes that training of people is fundamental to efficiency and progress, with responsibility for this being with both the line...

Persistent link: https://www.econbiz.de/10014936581