Focuses on how behaviour changes in an organization should be evaluated following management development. Describes the evaluation strategy, the rationale for this, and problems associated with such a strategy, following a team‐building programme of integrated modules in a community‐based...

As organizations strive to do more with less, the external consulting market is becoming an invaluable corporate resource. Outlines the difficulties of moving into the competitive and overcrowded consulting market. Suggests four critical areas of development for the novice or the consultant...

The idea of developing and preparing international managers to face the intensifying global competition poses new challenges for trainers and educators. Discusses an innovative approach of strategic alliance among business, Government and university in providing hands‐on management development...

Asma Abdullah is a corporate trainer and specialist in intercultural management, training and education in Esso Production Malaysia Inc., Kuala Lumpur. She designs and conducts training courses in the human resource area for both national and expatriate employees. She is also a popular trainer...

Management competences significant for large and medium‐size companies in the West may not be universally applicable. Describes which qualitative, inductive approaches were used to identify competences important in expanding smaller businesses in a particular locality (Hong Kong). Identifies...

Presents the findings of a major survey comparing alternative development centre designs. Aims to understand which designs are most effective; results suggest that “third generation” centres generally address common problems better than earlier models. Presents new data on centre use and...

Examines the role played by business school academics in promoting management ideas through their teaching. Defines the concept of a popular management idea, and explains how the author identified bureaucracy, classical management, scientific management, human relations, neo‐human relations...

Defines “action research” and “action learning” as forms of emancipatory and democratic learning, and describes their use as a model of professional development which empowers the individual as both learner and critically reflective social researcher. Some of the issues in developing an...

Describes an evolving dynamic relationship between protégé and mentor, which strongly impacts on the entire organization and those microcomponents associated with organizational behaviour in general. These include individual processes, interpersonal and work group processes, and organizational...

Looks at the collapse, in 1989, of Communism in Central and Eastern Europe and the opportunities and problems which were [are] occurring. Discusses how the managers in these areas are learning (with assistance) how to manage their companies in Hungary in particular. Sees how cultural barriers...