TQM philosophy is that continuous improvement within an organization is possible. It is people‐oriented and customer focused. To be successful it must involve all people within the organization and must have customer feedback. Discusses in detail the reasons why this fails: managers do not...

A total quality approach to management development must understand that managerial reliance on formal authority is no longer a sufficient basis for effectiveness. The primary weapon of competition has become the manager′s ability to gain access to and mobilize the knowledge dispersed in his...

As a result of organizations′ increasing predilection to contract for services, a gap has emerged between the management skills we emphasize in management development programmes and the skill needs of future managers. A total quality approach to management development will require us to close...

Presents the view that learning skills off‐site is the most effective way of training. Because of the high cost of college courses, correspondence training is promoted as an effective low cost approach for an employee to learn new skills. Explores the evolution of this approach from the...

Discusses “organizational learning”, and the contribution of simulations and system dynamics to the improvement of managers′ “mental worlds” in accelerating anticipatory learning.

Examines the use of interorganizational networking as a way for traditionally bureaucratic organizations to become more innovative. Cites examples of networking from manufacturing and the service sector to illustrate the adaptability and flexibility of this form of organization. Examines the...

Focuses on the managers′ external career patterns; internal career beliefs about career goals, career tactics, career plans, satisfaction and motivation related to careers, and organizational practices which influence the careers of these managers. Also important is the political and economic...

Describes the techniques of customer surveys, derived forecasts, causal models, time series analysis, Delphi forecasting, scenario analysis, content analysis, impact analysis, groupware, and micro world/computer simulations.

Describes the author′s concept of 20/20 vision in business and the practice of “20/20 Realities” as a means of anticipating coming changes in the information economy.

Provides background for the use of cases and scenarios for anticipatory learning that require participants to acknowledge and reshape their mental models of the future. Reviews the issues central to anticipatory learning programmes.