Describes learners according to how they have responded to the twin challenge of taking responsibility for planning their own learning and squeezing learning out of this emerging experience. Typifies learners as sleepers, warriors, adventurers and sages. Provides a range of development processes...

Discusses vocal skills and how their use may enhance the image of the speaker and add to the impact of a speech, talk or presentation. Emphasizes the importance of changes in tone, spontaneity of presentation and using the voice to reinforce the material.

A new executive role has emerged, the chief information officer or CIO. Five successful CIOs in five different industry types agreed to be observed for one work week each. Perhaps the most important shared characteristic among these successful information executives was their use of figurative...

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...

Outlines the requirements of a business school. Business schools should be centres of excellence with high‐quality faculty. Learning styles of individuals should be considered and programmes modularized. The fundamental issue is relationship management between the client and supplier.

The management development market has become client‐led but it remains difficult to make sense of a saturated market. Presents an investment formula for management development which has been applied in Kent County Council.

Examines the increasing role of distance learning in management development, drawing on the success of the Open University and the Open Business School. Concludes that distance learning will supply long‐term job‐related development processes for managers.

Management education and training needs to be specific to strategic aims of organizations. Considers the advantages of company programmes and examines the experience of Manchester Business School in using real consultancy assignments for students. Presents a strategic assessment of the...

Describes the use of management learning contracts (MLC) for an MBA degree. While Part 1 described setting up the learning contract, Part 2 reports on the concepts, activities and assessment of learning taking place.

Describes how Federal Express Business Logistics introduced Survey Feedback Action, an upward appraisal scheme. Each employer is asked to complete a survey every year, containing appraisal questions on their managers. Return rates are well over 90 per cent. After analyses every manager is given...