At no time is professional training more important for employees than during difficult economic periods. With smaller budgets and a reduced workforce, management can introduce professional training programmes as a means of increasing staff morale while concurrently communicating a message that...

Executive Information Systems (EIS) is a new technology emerging in response to the special information needs of top executives. It already has its software and hardware support and is growing rapidly. Discusses the nature of EIS, the need for EIS and the potential resistance to EIS...

Management development programmes are increasingly being studied and evaluated, regarding their efficiency and effectiveness. Presents the results of a survey of 155 directors and vice‐presidents of personnel and human resource management departments regarding the current status of their...

Describes the origins of the Women in Local Government Network (WLGN); the issues facing women managers and our preferred strategies for change through networking and personal support. Focuses on the particular current developments and issues in local government and how these can or do assist or...

Describes three of the situations in which a manager can be helped to learn by others – problem solving, using networks, colleagues. States that the reason so many so‐called learning opportunities are not effective is because they are not managed. Takes six helpers – boss, grand boss,...

Reports some findings from the Developing the Developers report, in particular the high proportion of developers who differentiate training from development, and their reasons for so doing. Identify from the research the top ten approaches that developers see as important for the future. The...

Part I of a two‐part article. States that in the New Age of management, IT managers are underskilled in the people and business aspects. Suggests areas of training for IT management which need to take place in a “learning organization” environment. Introduces the areas which are covered in...

Describes the experience of a manager at R.S. Clare in Liverpool in developing a teamworking culture. Through workshops and the use of the outdoors, describes how teamworking moved from being an idea towards becoming reality in the workplace.

Looks at instruments which can be used in team development. The Types of Work Index provides personal feedback to team members on their job. The Team Management Index helps team members understand the way they like to work. The Linking Skills Index measures how well a person implements...

Over the last years several computer‐based psychometric tests have become available. They are offered as packages for purchase or as part of a bureau service. Describes one of the most popular – Interplace III, based on Meredith Belbin′s work on effective teamwork. Interplace III,...