Introduces Kolb′s learning cycle and the construction of a learning contract within the work setting. Describes learning logs and learning from other people. Concludes that learning should not be left to chance.

Identifies 13 uses of performance appraisal. Describes the system in use at Yorkshire Television as an open document shared between appraisee and appraiser. Discusses performance related pay and lists some of the concerns including the possible emphasis on end result rather than quality of work....

Defines the successful Euro manager as someone who is comfortable in managing and challenging diversity, in particular the differences between people of different cultures. Suggests the need to re‐examine the management competences needed to be a pan‐European manager. Considers that training...

Discusses the development of potential in middle managers. Describes the development of competence in key areas and creating the mechanism for learning including action learning groups, performance management programmes and development centres. Concludes that the transition from middle to senior...

Agrees that the key to crisis management is crisis prevention but suggests strategies on how to cope if the unthinkable were to happen. Notes the need for effective communication and the involvement of the media. Concludes that a policy of open and truthful communication can minimize damage to...

Provides an American perspective on European management education. Describes how, in Europe, management education, without rigid US accreditation standards, is conceptualized differently and is developing in innovative directions. Uses two examples from UK business schools and comments on the...

Introduces business education by distance learning. Discusses the historical background and emergence of distance learning. Describes a set of procedures used by Heriot‐Watt University, Edinburgh. Concludes that routes to higher education can be met by new methodologies including distance...

Questions the real purpose of performance appraisal and describes how it is best achieved. Notes that criticism breeds defensiveness but performance feedback can be done without criticism. Discusses effective performance evaluation and the use of self‐evaluation. Concludes that performance...

Provides advice for senior executives considering moving into independent consultancy. Details a six‐day programme dealing with appearance, skills, communication/presentation, information technology, personal finance, and sales and marketing. Considers the impact of changing from office to...

Looks at the link between learning and organisational culture. Notes that it is people within organisations who learn, not the organisation itself. Describes the process of learning and links motivation, learning and change. Concludes with the need for an organisation to develop a learning...