Based on a conference speech, examines one of the recommendations of the Committee on the Financial Aspects of Corporate Governance contained in the Cadbury Report. Discusses the four sections of the Code of Practice – The Board of Directors, Non‐executive Directors, Executive Directors and...

Though the board as a whole is responsible for the company, and all directors have equal obligations under the law, the chairman′s role has become more prominent in the public perception in recent years. Chairmen have to ensure the effective monitoring of the board and its sub‐committees;...

Examines the wider issues of corporate governance based on the Korn‐Ferry annual survey of companies. Looks at: the composition of a board of directors; the things which concern boards of directors in the UK compared with the USA; and what are currently held to be the qualifications for...

Argues that few directors know what their role is. Having had no training or development, directors can revert back to managing, rather than direction‐giving. Discusses the new pressures which are forcing directors to rethink their roles. Directors must act as the business brain of the...

Discusses the background to the current concern over corporate governance: the company legal and organizational structures inherited from the nineteenth century; the structures of boards of directors; the functions of boards; and recent corporate d\?\b\?\cles. Describes the responsibilities of...

Concerns the practice of “outplacement” as seen from the perspective of the individual who is a client and not from the point of view of the agency offering the outplacement counselling. The views expressed and the information contained in the article will be of interest to those who wish to...

Transformation of the Polish economy has required management education and training. The sudden shift to a market economy opened the door to numerous training firms – not all of which had Poland′s success as their primary motivation. Reviews these foreign‐built training programmes and...

Proposes a framework for gaining a greater understanding of all types of managerial learning which builds upon Gregory Bateson′s (1973) otions of levels of learning. Goes on to discuss a major emergent issue, which has implications for the everyday realities of course content and design,...