Executive character has everything to do with executive leadership. Based on intensive research on senior managers in large companies, describes a typical type of executive character – intense, driven, hard‐driving. Also describes what development and change looks like in driven senior...

Teams are vital for business survival. When top teams ask for team‐building what do they really mean? More importantly, what should they get? Explores the many possible objectives of team development and suggests a diagnostic framework for identifying the priority areas. Identifies the key...

Explains the various ways in which actors, drama, and the techniques and exercises used in drama, can work productively within the business sector. Discusses some experiences and results achieved using these methods. Concludes that acting has much to give the commercial sector, and can give it...

In 1989, Reynolds and Reynolds ($600 million; Dayton, Ohio; business forms and computer software company) launched an executive education programme which has achieved excellent results. Being a family controlled organization for a number of years, the new CEO saw the need to clarify the...

As part of its response to Total Quality, Nationwide Building Society discovered that much value added could be achieved through internal benchmarking. A cross‐functional team was assembled and a process developed whereby the resulting “best practices” could be managed in such a way so as...

Describes an investigation into the use of the accreditation of prior learning (APL) within management training and development. A review of training managers use and opinions of APL within companies in the East Midlands region revealed some surprises. Despite the promotion of APL and its...

Only 1 per cent of top managers are women, despite the widespread introduction of equal opportunities policies. The Institute of Management decided last year to survey its own women members to establish a profile of the successful woman manager and to determine whether there are continuing...

Offers nine theorems to executives for evaluating and improving their company′s customer responsiveness. Unless senior management delivers on its commitment to provide reliable, timely, quality service to its VIP customers, many business opportunities will be lost. Instead of trying to be all...

Part I examines how the recognition of the need for a stronger link between management development and corporate strategy is growing. Leads into an explanation of the rationale for a strategic approach to competency assessment. Examines the importance of selecting the right approach according to...