Explores the factors which contributed to the development of 14 senior managers in Yorkshire Water plc, who experienced temporary promotion for periods of about three months in 1992. These promotions, which were the result of planned absences of top managers, enabled each of the 14 to work in...

To survive the 1990s, senior managers need to develop and maintain a culture of team working. This will prove to be the single most dynamic force which will equip organizations to adapt to the new realities of the business world. Careful planning must take place, if managers are to maximize the...

Highlights the challenges facing those involved in management training and development, as new needs and challenges emerge. New markets, new technologies and new ideas are reshaping the business environment, calling for novel skills and competences. Those involved in management training and...

There are many instances of documented resistance to computer‐based technology. Presents the two most important causes for resistance. Moreover, also presents solutions/techniques to reduce resistance. The first important cause for resistance is based on the notion that, even though technical...

Sexual harassment is more than a social issue; it impacts on worker productivity, employee communication and organizational morale. These are direct costs to industry, combined with indirect costs such as worker discontent, absenteeism and stress. Discusses the challenge for management to respond...

Examines the design, development and use of a computer‐based simulation as part of a course for executives in a leading insurance company. Uses the case to show the benefits of such approaches to learning.

Part II outlines the strategic approach to competency assessment developed by Harbridge Consulting Group. This consists of five main building‐blocks, the components of which are selected and blended depending on the situation and needs. These comprise: the strategic review; strategic areas of...

Focuses on the lessons learned by a CEO during a long career of successfully managing several different large organizations during major “turnarounds”. The lessons are on the barriers faced to implementing changes, why the changes were needed, what approaches were used to build support for...

Describes an effort by a large US company, GTE, to evaluate the impact of a major management development effort and to decide how best the group responsible for the course should operate in the future to be most effective in performing its role. The results of the study provided insight on how...

Data management is the preferred name for a technique that is known by other names. It involves the rearranging of data until such point as it is possible to make sense out of the confusion of raw data. Provides a practical, worked example of data management in action. A mini case study seeks to...