McDonald′s employs over 32,000 people in the UK. Every member of management receives training at one of the regional training centres and at the national centre, Hamburger University in East Finchley. Describes training methods used for all employees – from counter staff, through restaurant...

By using a leadership performance strategy based on the three key elements of productivity, teamwork and entrepreneurship, performance criteria can be measured. Presents an example of learning centres in a large company which illustrates how these performance criteria provided the motivation for...

Over recent years there has been a considerable growth in the provision of client‐based postgraduate and post‐experience management education. Client‐based programmes delivered on company premises raise serious concerns connected with the educational quality of student experience and wider...

Discusses a recent UK survey of 250 companies on pay, appraisal and career development. Findings indicate that competence‐based pay beats performance‐related pay, consultant input is valued in career development, and customer appraisal is highly effective. Finds also that middle managers are...

Suggests that creating and managing today′s and tomorrow′s key players consists fundamentally of three aspects. First, they have to be recruited effectively in order to provide an organization with the best possible person for the job. Second, they have to be trained and developed, because...

Reports on a survey undertaken by the Merlin Leadership Consultancy in which 45 managing directors and chief executives of organizations in the north‐east of England were interviewed to find out what challenges they envisaged having to face over the next five years, and how these would affect...

Describes the findings of the Management Development to the Millennium project of the Institute of Management. The research was carried out by two working parties, one examining developments over the period 1987‐94, the other looking ahead to 2001. The project found that there had been...

Asserts that a lot of research has been carried out in the area of directorship theory but little attempt has been made to apply this across cultures. Sets out to explore directorship theory from a cross‐cultural perspective, comparing and contrasting leadership theory and practice in Romania...

Reports on the 360‐degree appraisal, introduced at British Aerospace′s Military Aircraft Division, to link the division′s organizational development strategy with its management development programme. Focuses on the improved teamwork, enhanced personnel management skills and task...

Presents a competency framework developed by London Borough of Croydon for the council′s employees, in an attempt to develop management skills and improve service quality. Describes the implementation of the framework and the positive use of appraisal as a development activity leading to...