The European Commission′s Executive Training Programme in Japan is introduced, explaining its contents and objectives, including the 12‐month language module and six‐month “total immersion” language and Japanese business culture exposure as a trainee working in a number of prominent...

Based on recent research which suggests that we should revise our assumptions about managerial careers. Analyses the career histories of over 700 managers. Rediscovers the facts that salary and seniority are related to length of service with a particular organization and that loyalty is...

Explores the aims of the MCI′s Accreditation of Prior Learning Project for Experienced Managers, which was started in 1989 and was aimed to develop and test methods and materials in pilot centres that would allow managers to gain certificate qualifications. Examines the major learning points...

The occupational personality profiles of 101 redundant senior executives were related to their job‐hunting success using psychometric tests (16PF and a management interest inventory). Job‐hunting success was defined in terms of time taken to get a new job, new salary package, and increase...

States that international companies must consider the cultural differences between countries or risk serious and expensive problems. Uses real‐life examples to examine mis‐understanding and failed communication in global business. Describes how such problems can be identified and...

A manager in a local authority offers her own approach to time management. Her starting point is to stop doing things which are ineffective by setting aside time to review. The author outlines a very personal model which rejects ordered approaches often taught within training courses. The model...

Explains the approach of neuro‐linguistic programming (NLP). Outlines its use in enabling managers to uncover their own wisdom and excellence and explores its distinctive features. Proposes that NLP can be applied to everyone and can help individuals to overcome their lack of confidence and...

In many companies there is a growing gap between the rhetoric of corporate vision and the reality of management life. A vision needs to be communicated and shared. This requires top management commitment, persistence and communication skills. Managers are deficient in communication skills and...

The role of a store manager in a supermarket was factor analysed to define 12 key areas of effectiveness. Managers were trained to classify behaviour observed in competence areas. Assessment is used to identify training needs based on competences. Part I describes Safeway′s participation in...

Describes a recent management development programme for the managers of a business school. Steve Johnson explains how the programme made him into a “learning manager”. He outlines how the programme contributed to some recent success stories.