The utility of career planning for managers is evaluated. The current activities and beliefs of practising managers are drawn on. The results of a study of 50 women and men managers support other empirical findings and point to the absence of career planning and future plans in managers′...

One of the most important things for managers to realise is that there may be patterns to their behaviour after management development. A US survey of executive MBA students demonstrated two different patterns regarding further management development. Sometimes the managers′ behaviours appear...

There have been two major new developments in British education and this article reviews the origins and progress to date of both the University of Buckingham and the International Management Centre from Buckingham. The former is a fee‐paying independent university which offers honours degree...

The Westpac Group is heavily involved in the financial services industry, and in 1988 the total number of employees was in excess of 46,500. Although the industry is very much a people business, the recent advances in technology have cushioned the growth of staff numbers, while business volume...

The attributes and qualifications required by a Chief Executive Officer (CEO) in Japan are described. The “life‐long employment” practice, whereby promotion occurs only in strict seniority order, still prevails. However, the Japanese are beginning to recognise some of the advantages of the...

This article introduces the outlines, objectives and concrete programmes of training performed at the Hitachi Institute of Management Development, Japan, as an example of in‐house education in Japanese industry. The institute serves as a common education centre among the companies of the...

A description is given of the MBA programme which began in 1988 at the International University of Japan (IUJ) in conjunction with an American business school. A discussion of the traditional Japanese management development methods is given and differences from the Western approach are noted. In...

In spite of the increasing number of female employees in Japan, the managerial training and opportunities they are offered is limited. Despite the Equal Opportunity Law of 1984 few real changes have taken place to improve the career prospects of women employees. The realities of the training...

The historical background to the establishment of the International Education Center (IEC) is given and its philosophy and educational goals are discussed. The main aim of the IEC is to train Japanese students to develop international communication skills that will ultimately benefit Japan as a...

Key concepts influencing Japanese business practices are examined. These include amae, hitonami, haji , and ringi . The major cross‐cultural training and development issues are discussed and problem areas highlighted where there can be vast differences in the approach of a Japanese manager...