Evaluates a cost‐effective solution to overcoming the problem of low productivity owing to the high level of job change in the UK. Concludes that employees, when hired, need to blend their skills with the company′s distinctive way of working. This can be done by way of the oral interview...

Examines the use of competences in the light of the many claims which have been made about them recently. Investigates whether they are here to stay or just a passing phase. One indication is the extent to which companies use them in practice and how useful they find them in delivering...

Poses the question as to why people often demonstrate so much less enthusiasm and commitment in work than outside it. Identifies empowerment as the means to restore a feeling of involvement at work. Defines empowerment and identifies a number of the barriers which can make the process difficult....

Discusses a recent survey of companies which shows that, although 73 per cent of the respondents had implemented total quality initiatives, 63 per cent of these initiatives were failing. Suggests that many organizations are trying to implement too many quality improvement activities too fast...

Combines the concepts of neurolinguistic programming (NLP) and transactional analysis (TA) in a process for changing beliefs. Describes this process and the benefits to be gained.

Explains why participative planning should be adopted, and describes it. Lists, with examples, various steps of planning and provides hints. Details goal establishment, avoiding misunderstandings, participation, constraints and implementation. Concludes by supplying several possible benefits of...

In interview format, discusses Robert Waterman′s new book, Frontiers of Excellence . Discusses US productivity, competitiveness, employability, and self‐directed work.

Dealing with a less‐than desirable performance appraisal takes skill and preparation. Provides many tips on preparing to discuss your appraisal with the boss. Runs through a possible scenario and summarizes the various stages to go through.

Claims that decades of management development have changed little in the way in which organizations function. Aims to show that the fundamental thinking underpinning such activity is flawed in two key ways. First it has failed to challenge the basic premiss, which is of western business command...

Making the most of one′s resources is critical to the success of any manager and those who are able to train their staff to think creatively maximize one of the most valuable assets available to any company: brain power. Re‐examines creativity in relation to the working environment and...