Competitive advantage requires continuous innovation. Market‐led organizations must be led internally by those who most deeply understand emerging markets and who can drive product development. Bottom‐up leadership is the next phase of empowerment – to encourage knowledge workers to lead...

Organizational communication must not be directed towards individuals alone, but must be carried out effectively with groups – formal and informal – which exist in the organization. Groups have characteristics in and of themselves; some are composites of the characteristics of the...

Presents the findings of a recent survey on developing future top managers. Coaching and mentoring are used to encourage managers to take ownership of their own career development but results showed only one‐third of companies surveyed carry this out. Reveals that there has been a hardening of...

Senior managers are continually required to manage the challenges brought about by the waves of rapid and dynamic change. Research undertaken by Henley Management College into the development of standards of competence for senior management can contribute much in helping managers develop to meet...

Explains the model which underlies the Institute of Directors′ Standards of Good Practice for Boards of Directors produced in association with Henley Management College. These standards were derived from an extensive, rigorous research and consultation process over a period of...

Outlines the small business sector and the development of occupational standards in relation to it. Defines some of the key concepts underlying national vocational qualifications and standards. Considers the broad needs of the small business sector in relation to occupational standards as well...

Examines the applicability of national standards of managerial competence developed by an international oil and gas company. Presents the competence criteria for staff in safety critical posts within the context of the legislative and industry pressures operating within the UK oil and gas...

Describes the processes and tools used in an innovative pilot project involving the use of competence standards to enable 11 small‐ and medium‐sized south London businesses to improve their performance. The process involves the use of Management Charter Initiative Senior Management Standards...

Reports the experience drawn from three projects in different organizations to establish senior management development centres set against director level competences. The outcomes clearly differentiate between director and senior management competences. Discusses the findings in terms of the...