This article describes the Canadian Hospital Executive Simulation System (CHESS), which has been developed by two of the authors, Knotts and Parrish, in co‐operation with the Canadian College of Health Service Executives; the key features of CHESS are then outlined. The article also describes...

The effect of cultural background on the learning behaviour of Chinese managers undertaking management development programmes of Western origin is addressed. The differences in attitude and approach to learning between managers from the West and Chinese managers are examined.

Various approaches to management education in Central and Eastern Europe and the Soviet Union are described. Typical efforts to provide management training are explored and a plan for increasing both the umber and the quality of management training centres in the area is suggested.

Three years ago the top management in Fiat realised that their managers must not only cross physical national boundaries to operate successfully in the global marketplace, but must also think and plan across and within all the diverse cultures of the globe. From this vision, a comprehensive and...

Managers and human resource specialists often prefer a particular approach to the delivery of training and development above all others. Frequently, this approach is advocated as a blanket solution to a firm′s managerial problems with little consideration of other approaches. The strengths and...

Managers are, whether they realise it or not, the architects of their own development: this is often overlooked or avoided in many executive development programmes. Self‐directed learning, the primary learning strategy employed by managers during periods of non‐formal learning, is discussed.

Computer‐based simulations have been widely used in banking education for many years. It is estimated that over 25,000 bank managers have been exposed to one or more of these simulations at some point during their careers. This article presents the background of simulation in banking education...

In a three‐year study of a firm undergoing major technical changes, the factors related to successful implementation of a JIT programme were determined. These factors could all be categorised as human relations or organisational behaviour issues and included: (1) communication skills, (2)...

Managers working for multinational companies need to be culturally sensitive, as do those responsible for training methods and materials in different cultural settings. The issues associated with the effectiveness of applying training and development techniques and processes across different...

The forces driving change in MBA education in Australia are analysed and the resulting changes that are occurring are described. Reduced government funding, the emerging globalisation of the market and increased institutional flexibility are leading to a wider choice of providers and course...