Describes an approach to performance management incorporating case studies of BP and Ford as examples of good practice. Argues that a different approach to performance management is required in the 1990s which incorporates both task and behavioural objectives drawn from the organization′s...

Questions whether current management development programmes do or can have any lasting value. Suggests that many are inappropriately focused, seriously limited in their content and unambitious for their recipients. Argues that management development itself needs to change: clients have a right...

Second of a two‐part article. Looks in detail at evaluating the effects of training and understanding its objectives, and at specifying IT management training programmes – together with four criteria for their likely success.

Professional coaching is a vastly under‐explored idea in leadership development. Shows how professional coaching is a management tool of great potential, and can transform the performance of top management. Coaching can help to manage relationships, improve self‐awareness of personal impact,...

Explains how attitudes are “assumed” from behaviour and describes five characteristic working styles which can be identified. Gives examples of each working style in action, shows how different combinations can lead to conflict, and describes the strengths and weaknesses of each style....

Describes the essential communication skills which managers need in the current competitive business world especially for those responsible for acquiring new clients in professions such as law, accountancy, engineering, management consultancy and public relations. Addresses the issues of how to...

Explores recent survey information into management executives′ ability to retain information within an interactive skills training environment. Suggests that our ability to learn and understand complicated procedures come from the action of “doing them” so interactive coaching,...

Discusses the relationship between stress and performance. Provides a human function curve of related symptoms. Explains the most common stressors including change. Offers advice on looking after yourself physically and emotionally. Concludes that with well‐thought‐out and planned commitment...

Notes that a significant number of experienced senior executives are making themselves available as leased executives. Discusses the leased executive′s role and provides two case studies. Concludes that its benefits as a resourcing option are now becoming clear to many UK organisations who are...

Explains how senior management determined to achieve a more open style in the workplace based on committed teams engaged in open and honest communication to plan and achieve corporate, business and individual objectives. Using a 23‐point questionnaire returned anonymously by staff the results...