Examines the use of faculty‐directed management consulting projects as a core educational experience in an Australian MBA programme. Presents evaluations of the utility of such an approach from both the client and student viewpoint. Examines some of the difficulties, particularly as regards...

Demonstrates that EMBA graduates experience broadended perspectives. They “think more broadly”, “understand more comprehensively” and report the “life changing” outcomes expected by their sponsoring organizations. Focuses on the development of managers from specialist perspectives to...

Describes the early stages of university executive education, including MBA and non‐degree executive development programmes, and gives examples of early in‐house executive education. Examines the current university EMBA and speciality programmes and today’s in‐house facilities. Sets out...

Explores NVQs in Management in terms of their take up and progression into academic postgraduate (Master’s) programmes. Traces the concepts development through an initial preparation for a potential influx of mature students to attain NVQ 4 and/or 5 in Management and to provide progression...

One of the most important things for managers to realise is that there may be patterns to their behaviour after management development. A US survey of executive MBA students demonstrated two different patterns regarding further management development. Sometimes the managers′ behaviours appear...

A description is given of the MBA programme which began in 1988 at the International University of Japan (IUJ) in conjunction with an American business school. A discussion of the traditional Japanese management development methods is given and differences from the Western approach are noted. In...

A survey of MBA graduates of the University of Melbourne suggests the need to re‐examine myths about MBAs ‐ who they are, why they undertake an MBA, what sort of careers they pursue and what capabilities they need. In improving the quality of management education, effort eeds to be directed...

Too few programmes of management development seek to evaluate their hard ROI for the enterprise. Describes how action learning’s focus on company‐specific issues makes this more feasible. Reports on a four‐year impact analysis from MBA programmes showing that employing organizations...

Criticisms of business schools for their MBA and other provision have resulted in leading members of schools collaborating with human resource professionals in redefining corporate requirements for management development. They are creating a programme which is innovative, international,...