Compares in‐house with university sponsored management development/education programmes. Provides points to consider when selecting an out‐of‐company or designing a company‐specific executive education programme. Concludes that in‐house programmes provide an organisational approach...

Reports on the new case‐oriented system of management development being used by the Presidents of ARCO Oil and Gas in an attempt to improve the ability of middle management to add value to an organization. Examines case and organizational analysis as deployed in the Middle Management Seminar,...

Shows how the large Finnish industrial conglomerate, Wartsila is progressing with its own tailor made action learning programmes. Discusses the integration of strategic development and management development, and the principle that managers should train managers. Discusses how training is...

Reports on interviews and surveys taken from successful executives to find out how they learn and grow over the span of a career. Describes two of the five assignment types that appear to be especially important in the development of successful managers and why they stand out as such. Briefly...

Considers some recent research on understanding and improving managerial performance. Reports on findings of a recent survey that asked executive managers what it is that distinguishes the excellent or effective performer from the merely average or ineffective performer. Examines competency...

Offers ways for an organisation to manage the transition from one stage to the next. Discusses the problem of identifying future managers and identifying management performance potential. Looks at the advantages of an organizational assessment programme. Finally, considers the demands of the...

Examines action learning as a way for individuals to educate themselves for management positions. Considers classroom learning courses and distance learning. Focuses on action learning as a way to develop practical management skills. Proposes levels of action learning, learning methods, ways to...

Describes a management development programme involving a major UK retail company in 1985. Reports on the aims of the development programme. Examines the main elements of the programme, which comprised six three day workshops, preparatory work, short external courses, individual tutorials and an...

Briefly examines a new style MBA programme for information managers developed by BIS Applied Systems, one of the UK′s leading information service companies, and the International Management Centres.

Offers two examples of organizations′ high achievement in training and human resource development (HRD) together with suggestions for maintaining organizational competitiveness. Discusses the HRD approaches adopted by the British Multinational Manufacturing Company, and that followed by a...