“Perception is our bridge with the future, determining which future we create for ourselves”. For many organizations the “bridge” is far too narrow. The way we organize ourselves, particularly the way we manage career progression, ensures a blinkered view from many boardrooms. In a time...

Examines correlates of self‐reported, on‐the‐job development and learning opportunities among women and men working for the same professional service firm. Women and men, members of the management and professional accounting staff, reported similar levels of on‐the‐job development and...

The spectral management type inventory (SMTI) is an analytical instrument designed to enable people to identify their personal management style. All top‐level managers in one large UK corporation filled in a self‐perception questionnaire assessing their management style. Then, as a group,...

Two generic uses of workshops are as an educational tool and as a vehicle for the development of corporate strategy. Most workshops commonly available have focused on the former. Examines the effect of an experiential hybrid workshop as a tool for developing corporate strategy and team building....

All attempts to improve corporate performance since World War II have led to nought. Managers are still calling for change. One new school of thought holds that development programmes should emphasize learning not teaching, action not theory and business results not classroom results. Total...

Forms a part of a larger project aimed at developing a framework of managerial competence applicable to top teams in small – to medium‐sized enterprises in Northern Ireland. Reports on an investigation into the development of a process of “translation”, whereby cross‐company competence...

Proposes that the promotion decision‐making process contributes to the differential advancement of women and men in organizations. Compares the actual promotions of 13 women and 16 men at a company known for its diversity practices. Finds that bosses are more hesitant to promote women and...

Proposes that women will not make significant advances in American businesses unless the focus shifts from a preoccupation on gender awareness to one of multicultural awareness. Discusses the whitewash dilemma and dominant assumptions about women in management to help explain the current...

Examines the effectiveness of management development programmes for women to determine if these programmes are achieving the three objectives that they intend to serve: developing knowledge and skills ecessary for effective leadership; reducing negative prejudice against women; and helping women...

A number of top executive women were interviewed to determine their beliefs concerning the needs of women for management training and development. Results, which are compared with those in an earlier examination, show that socialization and skills development needs remain important, while no...