Suggests that once companies introduce 360‐degree feedback, it becomes an established part of their performance appraisal system. Provides reasons why one‐dimensional feedback is often not enough, and how 360‐degree feedback can increase individuals’ awareness of how they are perceived....

Describes a four‐year study to identify the emotional state of National Health Service and local government senior and middle managers. This was accomplished via managers’ drawings to express their feelings about change. Describes various drawings and discusses their implications.

Presents answers to the question: how does the development of self‐knowledge of managers contribute to organizational success in commercial terms? The question originated from a discussion by a group of management developers about the relationships between personal development and effective...

Describes a development programme for junior and middle managers in an organization undergoing very radical change. After directors profiled demand for likely job characteristics, a range of data was collected for each manager, comprising psychometrics, colleague surveys, and self‐report...

Addresses the value of laughter, play and a sense of humour as tools for improving communication, innovation and empowerment. Organizations around the world are hiring the author, and other facilitators, to deliver playful and humorous programmes designed to help team members develop a creative...

Change is a constant of organizational life today, so we are told. Yet few, if any, writers on the subject define what they mean by change. It is assumed that all change is the same. Sets out to correct this omission in the literature by describing first two, and then three, types of change with...

Suggests that Motorola faces new challenges brought on by its explosive growth. Describes how the company has always had a people‐oriented culture and stresses three key principles: leadership of renewal, renewal of leadership and thinking the unthinkable. States that Motorola is willing and...

Suggests that team briefing, e‐mail and informal networks, while useful tools, do not necessarily solve the communication problem and details various steps that can be taken. Discusses three elements of a meeting: task, maintenance and process, which, in the right proportions, can make the...

States that flexible working methods are a permanent feature of the modern employment market; they offer companies cost savings and other benefits and it has been predicted that by the year 2000 one quarter of the British working population will be involved in flexible working. Many human...

Examines key competences required in US places of work and describes how these can be most effectively taught in the workplace and not the classroom. It is more efficient to train staff in the workplace. Describes vocational training programmes set up at Northern Tube, Pacific First Federal and...