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Margerison, Charles - In: Management Development Review 6 (1993) 6

Discusses in depth the real meaning of management development at both a personal and organizational level. Goes on to give guidelines for development and includes a checklist. Shows also that managerial endeavours in the commercial, industrial and public areas are a prerequisite to tackle vital...

Persistent link: https://www.econbiz.de/10014936777

MANAGING AND TRAINING FOR CUSTOMER SERVICE

Macaulay, Steve; Cook, Sarah - In: Management Development Review 6 (1993) 6

Discusses a recent Industrial Society survey which indicated that customer care and service was a priority for UK organizations. Shows that “the customer is always right” needs an effective customer service initiative to be able to address this and more.

Persistent link: https://www.econbiz.de/10014936779

Looking at Developing Leadership

Davies, George - In: Management Development Review 7 (1994) 1, pp. 16-19

Details the development programmes run by Cambridge Management Centres. Leadership development is high on the training …

Persistent link: https://www.econbiz.de/10014936786

Uncertainty and Change in the Food Sector

Griffiths, John - In: Management Development Review 7 (1994) 1, pp. 20-23

Federation is producing a major business and action strategy with its relaunched Industry Training Organization. This aims to … institute training initiatives to include empowerment, team building and site responsibility. …

Persistent link: https://www.econbiz.de/10014936787

A Portfolio Approach to Management Development

Newton, Robert; Wilkinson, Michael - In: Management Development Review 7 (1994) 1, pp. 24-31

Looks at management development at Ashworth Hospital as part of a continuing programme of professional development. This programme is innovative and revolutionary. It puts control of learning in the hands of the participants who are responsible for driving the programme and share the...

Persistent link: https://www.econbiz.de/10014936788

When the Talking is Over: Using Action Learning

Newton, Robert; Wilkinson, Michael J. - In: Management Development Review 7 (1994) 2, pp. 9-15

Outlines the workings of Action Learning Sets, team‐building and cultural change, and explores the use of Action Learning methodology in the development of health‐care managers. Outlines the spin‐off benefits of the implementation of Action Learning at Ashworth Hospital, such as...

Persistent link: https://www.econbiz.de/10014936790

Airport Management Issues

Griffiths, John - In: Management Development Review 7 (1994) 2, pp. 16-21

changing needs of a rapidly expanding sector through management development and training that looks to future as well as …

Persistent link: https://www.econbiz.de/10014936791

Human resource management impact on knowledge management

Figueiredo, Elisa; Pais, Leonor; Monteiro, Samuel; … - In: Journal of Service Theory and Practice 26 (2016) 4, pp. 497-528

. It concentrates on practices related to training, career development and retention. Design/methodology/approach – This …

Persistent link: https://www.econbiz.de/10014907689

Determinants of interest in the acquisition of export skills for Chinese exporters

Zhou, Ting; Lin, Gui‐jun; Li, Yang - In: Journal of Technology Management in China 5 (2010) 3, pp. 196-212

identify the needs of Chinese firms for skills training. Thus, it proposes a conceptual framework of skills identification and … somewhat low and little training resources are invested in export skills acquisition. Furthermore, interest in export skills … interests in export skills and the development of skills training and knowledge management. Originality/value – This paper can …

Persistent link: https://www.econbiz.de/10014908182

Leaders are made not born

Kippenberger, T - In: The Antidote 2 (1997) 3, pp. 10-10

Argues that, in today's business climate, three levels of leadership are now emerging which replace single leaders, they are: team leaders — responsible for between 8 and 12 people; operational leaders — responsible for a sizeable area of the business; and strategic leaders — responsible...

Persistent link: https://www.econbiz.de/10015018013