Search Results - isPartOf:"Executive Development"

Abraham, Martin - In: Executive Development 4 (1991) 1

Notes that management development programmes hinge critically on the use of appropriate resources, such as videos. Considers the video illustrating a theory as too simplistic and finds that use of case studies was the most successful method. Concludes that videos should be a jumping‐off point...

Persistent link: https://www.econbiz.de/10014719906

The personalities of strong executives

Coates, Dennis E - In: Executive Development 4 (1991) 1

implications for executive development. Concludes that executives can continue to grow without leaving behind the personality …

Persistent link: https://www.econbiz.de/10014719907

Making the wrong choice – Part two: Executive assessment

White, Randall P; DeVries, David L - In: Executive Development 4 (1991) 2

Explains that eliminating failures in senior‐level selection can only be achieved by laying a solid groundwork in particular in the transition from middle manager to general manager. Notes that assessment must recognise the developmental nature of executive work. Proposes an expanded...

Persistent link: https://www.econbiz.de/10014719908

Training Soviet managers at Sunbridge Park

Metcalfe, George - In: Executive Development 4 (1991) 2

Describes the training of senior managers from the Soviet Lada automobile plant in a UK management centre. Notes the need for intensive cultural and technical briefing and familiarisation sessions prior to the two‐week course. Explains the content as being built around team building and most...

Persistent link: https://www.econbiz.de/10014719909

Counselling in management: Just another name for an old‐fashioned rose?

Sidney, Elizabeth - In: Executive Development 4 (1991) 3

Discusses counselling in management with reference to appraisal and stress factors. Defines modern stress points including new technology, privatisation and relocation. Calls for counselling to be legitimised in management as a necessary part of the task.

Persistent link: https://www.econbiz.de/10014719910

An award‐winning training programme at R S Clare

Mackenzie, Pat; Meadows, Ian - In: Executive Development 4 (1991) 3

Describes the two‐phase implementation of a programme to revitalise a small manufacturing company. Explains how senior managers clearly identified the company′s mission, goals and objectives. Notes the highly participative workshops to assist employees to better understand communications...

Persistent link: https://www.econbiz.de/10014719911

Holding up the polished mirror

Vipan, Terry - In: Executive Development 4 (1991) 4

Describes the power of role play. Provides a first person account of a course at Cambridge Management Centre and its subsequent effect in the workplace. Concludes that the course provided a sense of common mission and a better understanding of ourselves and each other.

Persistent link: https://www.econbiz.de/10014719912

Getting Executive Development right

Hartnagel, Lorraine; Kleiner, Brian H - In: Executive Development 3 (1990) 3

Explores the requirements of successful executive development programmes and looks at three superior examples in the … programmes from scratch. Notes that the executive development programme must be linked with the corporation′s business strategies … recognised that effective executive development programmes are vital to their success. …

Persistent link: https://www.econbiz.de/10014719648

So you think you’re a good judge of character?

Brown, Mark - In: Executive Development 3 (1990) 3

Refers to a training package of the same name. Describes the dangers of “pigeon‐holing” people and recommends that a good judge of character should be an explorer. Provides a people‐judgement questionnaire and concludes that whilst we are all pigeon‐holers to some degree we should use...

Persistent link: https://www.econbiz.de/10014719649

Executive learning as a strategic weapon

Fulmer, Robert - In: Executive Development 3 (1990) 3

Discusses the purpose of executive development. Argues that maintenance learning which often misses changes, and crisis …

Persistent link: https://www.econbiz.de/10014719650