This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb004038. When citing the article, please cite: Richard Allen, Bruce Nixon, (1986), “Effective In-House Management Development: Challenging Tradition”,...

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb004054. When citing the article, please cite: Harry F. Evarts, (1987), “The Competency Programme of the American Management Association”, Industrial and...

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb004051. When citing the article, please cite: T. Glynn Jones, (1986), “A New Look at a Multinationalʼs Training Needs”, Industrial and Commercial...

A survey of returned expatriate managers in an American multinational found that their assignments to subsidiary companies overseas had been an enjoyable experience for most of them. But only 35 per cent of the sample felt satisfied with the repatriation process into the US. Reasons included...

The current business world is very different to that in which the original assessment centres were designed 50 years ago. The traditional centre still serves well for selection at lower organisational levels, but nowadays the need is for accurate diagnosis of development needs that include the...

More people are preferring advisory to executive roles, and organisations are beginning to suffer from a lack of candidates for what is increasingly seen as the thankless task of management. This trend is being encouraged by mistaken management development practices and views of the managerial...

The majority of manager development programmes may be described as “piecemeal”, and the purpose of this article is to present a strategy for a unified programme — in which the various components are working in harmony. The author develops a systems view of a programme, listing eight...

Current management development techniques are obsolete. The West has passed through three eras — those of the classical model, the human relations model, and the systems model. The authors, after a research study involving the CEOs of 50 major Australian organisations, believe that...

The Learning Cube in its early development stages is a simple diagnostic tool used to analyse and evaluate a training programme in the People's Republic of China: the China‐EEC Management Programme (CEMP). The Learning Cube is presented in outline, with a description of all its dimensions and...

The process of action learning from the viewpoint of an IMCB MBA set member is described. The effectiveness of the learning experience is reviewed, with emphasis on the opportunities to use various styles of learning in different parts of the programme. The IMCB programme itself is briefly...