Uses the story of an encounter between a male student and a female instructor to illustrate the subtle but powerful interaction between gender and individual development in adult education. Offers insights into the dilemmas posed for the instructor and explores the implications for teaching,...

Describes a management development process based on action science which was designed to surface and examine deeply‐held beliefs about the role of the manager or supervisor in handling work/family conflicts. The process enabled individuals to examine their reasoning about work and family...

Examines the effects of two aspects of formal training courses (participation, value) on both work setting characteristics and work outcomes. Data were collected from a large sample of managerial and professional women and men (n = 1,208) using questionnaires completed anonymously. All were...

Conducts a survey of management training and development practices in large Kuwaiti organizations. Covers areas such as needs assessment, programmes and participants′ selection, programme evaluation and future trends. Indicates that systematic needs assessements and programme evaluation are...

Globalization of business is bringing in seasoned competitors from the developed countries into the growing markets of the Third World. Consequently, the survival of local enterprises and entrepreneurs is being threatened. Third World managers need to develop a global mindset in order to take...

Teamwork is considered a fundamental element of organizational success in the 1990s. Presents a method of evaluating the effectiveness of an outdoor workshop as a tool to speed the development of study groups (called learning teams) in an MBA programme. Two three‐day residential outdoor...

Describes the history of the development of management studies at Oxford University, including executive education, company progress and university degree courses, and outlines plans for the future.

Describes the work of the Center for Organizational Learning and observes the centre′s underlying premiss that individuals and organizations must alter both thinking and management practices in order to thrive in an increasing dynamic and interdependent world. Outlines the structure of the...

Internationalization is a key component to success for companies today. It opens new markets and allows for the exchange of new technologies, skills and expertise. With this comes increased competition, and managers must add new skills to maintain excellence in the international markets....

Discusses the broad range of topics to develop models of proficient leadership practices by the Center for Creative Leadership. Outlines the training programmes, instruments, and publications designed to improve the effectiveness of managers and leaders. Integrates the research and application...