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The Best of Times or the Worst of Times?

Schmotter, James W. - In: Executive Development 7 (1994) 5, pp. 6-9

Examines reasons for “turmoil” in the US management education market. Increasing numbers of MBA schools are responding by changing their programmes, but the pursuit of academic rigour may have prevented fundamental change. Considers a number of trends affecting the MBA environment that will...

Persistent link: https://www.econbiz.de/10014719797

New style managers for the IT environment

Landale, Tony - In: Executive Development 2 (1989) 1

Briefly examines a new style MBA programme for information managers developed by BIS Applied Systems, one of the UK′s leading information service companies, and the International Management Centres.

Persistent link: https://www.econbiz.de/10014719858

The Company‐based MBA

Cannon, Fred - In: Executive Development 3 (1990) 1

Considers the consortium MBA and the in‐company MBA. Relates the theory to practical examples in several companies. Discusses the criteria for success and concludes that the company‐based MBA must form a sensible component of the organisation′s management development strategy.

Persistent link: https://www.econbiz.de/10014719873

The Top‐flight initiative at British Airways – Part 2

O′Neill, Brian - In: Executive Development 3 (1990) 3

departmental interests. Discusses the British Airways leadership development programme including issues of selection versus …

Persistent link: https://www.econbiz.de/10014719887

Integrating Organisational Behaviour and Business Policy through Organisational Levels

Rashford, Nicholas S.; Coghlan, David - In: Leadership & Organization Development Journal 10 (1989) 1, pp. 3-8

Organisational levels are viewed as important analytic frameworks in organisational behaviour. In organisational behaviour and organisation development texts, they are frequently presented as static otions, providing convenient headings under which particular organisational behaviour elements...

Persistent link: https://www.econbiz.de/10014923944

Action Learning and Action Research in Management Education and Development

Howell, Faith - In: The Learning Organization 1 (1994) 2, pp. 15-22

Presents a case study of the International Management Centres (IMC), a private provider of management education and development programmes which are based on the principles of action learning and action research. Draws on rich data compiled from an evaluation of IMC′s action learning Diploma,...

Persistent link: https://www.econbiz.de/10015030466

Developing a learning organization through management education by action learning

Zuber‐Skerritt, Ortrun - In: The Learning Organization 2 (1995) 2, pp. 36-46

Explores ideas and issues related to management education and development for the new learning organization and presents an example of a course design for experienced managers who wish to make a considerable contribution to their organization and receive a university degree in recognition of...

Persistent link: https://www.econbiz.de/10015030480

Measuring the ROI from management action learning

Wills, Gordon; Oliver, Carol - In: Management Development Review 9 (1996) 1, pp. 17-21

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...

Persistent link: https://www.econbiz.de/10014936649

Joint architecture by HR specialists and business schools

Bolton, Allan - In: Management Development Review 9 (1996) 1, pp. 22-24

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,...

Persistent link: https://www.econbiz.de/10014936650

The teaching of leadership on UK MBA programmes

Mellahi, Kamel - In: Journal of Management Development 19 (2000) 4, pp. 297-308

This study investigates the compatibility of leadership values taught on MBA programmes in the United Kingdom (UK) and … the expected, accepted and effective leadership values in three non‐western cultures. The study was conducted on 272 full … reveals that leadership curricula on MBA programmes is broadly conceived in the US corpus and assumes universality. The …

Persistent link: https://www.econbiz.de/10014882138