The senior seminar is a seminar that places emphasis on small problem‐solving groups as an effective approach to executive development. It concentrates on combining management knowledge and skill development in an intense two‐week experience. Small groups have been a part of management...

Estimates of relapse in management training efforts range as high as 90 per cent. Management trainers predict 40 per cent of training content is applied immediately after training and only 15 per cent is used 12 months later. These estimates suggest that managers acquire skills, implement them...

Business games are often more costly and require more effort to implement than traditional programmes. However they are rapidly gaining favour as management development tools. Games incorporate a case history of the relevant industry and organisation; a set of realistic rules guiding business...

The privatisation and reorganisation of British Telecom (BT) presented its various divisions with the problem of transferring commercial awareness at the top management level to middle management level. A management development programme was designed which combined computer‐based business...

There is a growing need for management education and management development. Business organisations need a supply of well‐educated and behaviourally competent managers. Business schools and business organisations are not fulfilling this need at present. Both must increase the effectiveness of...

From the organisation's point of view, feedback assists effective learning. From the individual's viewpoint it can satisfy any personal need for information on progress and facilitate social comparison with others. Whether criticism achieves any beneficial effects is dependent on the amount of...

Management of change and uncertainty requires that increasingly sophisticated and highly differentiated specialised knowledge be brought to bear on organisational problems and that their specialised viewpoints be integrated into effective solutions to these problems. Integrative learning...

Many of the situational factors affecting career motivation are under the boss's control. The perception of several bosses of their role in management development in two companies is examined. The cases are derived from interviews with bosses of young first‐line managers. Interviews were also...

All management development programmes set out to train managers to manage the link between a stable, loyal workforce, cost control and the organisation's overall strategy. This career development is a catalyst which leads to assertive action to provide employment security rather than job...

Social learning theory specifically acknowledges that most human behaviour is learned observationally through modelling. The focus of this approach has been teaching leadership across formal and informal settings. This and the behavioural focus is what distinguishes social learning theory from...