Scottish Hydro‐Electric plc faced a major change – moving from the public to the private sector. The strategy involved creating a higher performance, customer‐focused company. The senior management group, about 130 in total, were targeted as key people in bringing about the change. Initial...

Describes the background and events leading up to a typical management team‐building workshop.

A programme of introducing teamworking into the business was undertaken at BICC Cables, a leading cable manufacturer. Teamworking allowed managers to combine their efforts in dealing with business strategy and organizational change, and to implement changes in a spirit of common purpose and...

The Meal and Meal Components Section in Unilever Research was formed at the end of 1990, as a result of the refocusing of the Unilever Foods organization. With the Cambridge Management Centre a series of three‐day team‐building workshops was developed which was conducted off‐site in...

Discusses team‐building initiatives undertaken in an operational sphere which aimed both to enhance the awareness of individuals of their own psychological profile and their impact on others, and to develop them in an organizational milieu by examining their motivational factors in the context...

Most executives experience job dissatisfaction at some point, which they find difficult to resolve and which may affect the fortunes of their company. The root cause may well lie in a wrongly assembled team. TeamBuilder is a self‐help programme which, through the aid of an on‐screen...

Describes a team‐building programme at the manufacturing base of Champion Spark Plug which aimed to ensure that the people in the business were equipped and willing to create the changes and improvements required to achieve the business′s mission and objectives. The results of the programme...

Examines why MBA graduates are often accused of being over‐paid theorists whose knowledge of business is confined to the classroom and sterile case studies. Highlights deficiencies with certain types of MBA programme and the timing for careers. Provides a series of factors candidates should...

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. Describes Safeway′s participation in...

Describes one of three reports submitted under Durham University/Northern Regional Management Centre′s competence‐based MBA – Directing and Developing Subordinates. The Management Learning Contracts approach required: assessment of self; selection of learning objectives (McBer Competences)...