This paper presents snapshots of moral principles which can inform current thinking on values that will positively affect business in contemporary society. It is aimed primarily at the management practitioner who may not have the time, or the interest, to pursue this area in the current...

This article uses stories from organisations to show how the “Helvig Square” can be an accessible and stimulating tool for managers learning to manage paradox. Many of us have been socialised and educated into binary, “either/or” thinking. As managers we find it hard to cope with current...

Currently, learning in international joint ventures between developing and developed countries tends to be viewed as a one‐way process, with Western partners assuming superiority in both technology and management. Learning is often dominated by the rational drive to achieve organisational...

This study focused on the relationship between 360‐degree (multi‐source) survey feedback to managers and subsequent selection of development goals. We hypothesized that performance ratings would be negatively related to setting development goals, that supervisor ratings would have a greater...

Accompanying the growing use of teams in the workplace, Belbin’s diagnostic instrument for team role self‐perception is now widely used for a variety of practical management development purposes, including putting together “balanced” teams. Despite the claims of some purists that...

We have analysed the human resources management system in Japanese automobile companies, Toyota and Nissan, in their overseas production plants in the UK and have tried to analyse differences if any between their original human resources management system in Japan and in their foreign...

Within a large telecommunications company, this study applied the Theory of Planned Behavior to understand managers’ intentions to improve their skills following peer/subordinate feedback. Survey responses from 127 managers who had just received their feedback results showed that three types...

Limited published research has examined the role of leaders and managers in building learning capability and learning organizations. It is speculated that leaders and managers will assume roles such as facilitators of learning, coaches, and teachers. However, these roles and the...

This paper suggests that in the context of complex organizations, operating in complex environments, new ways need to be designed to develop effective management and organizational learning. Based on work conducted with middle managers in three large global corporations, the paper argues that...

This paper opens by reviewing the market for NVQs in management, their status in higher education and evidence for their effectiveness as vehicles for management development. The delivery and assessment of Management NVQs are then considered against a value‐adding paradigm and it is proposed...