Suggests that active learning means participating in events which are facilitated rather than taught, and in which participants are given power. Points out that such training involves people′s behaviour, as distinct from simply their capacity to remember, and that instruction and testing...

Points out that the success or failure of a business can depend on the quality of the interpersonal relationships within it, and that three‐quarters of a manager′s time may be spent on such interactions. Details a new approach to improving interpersonal skills, based on drama as a learning...

Describes major changes to working practices made at British Alean Primary & Recycling Ltd. which were part of wide‐ranging cultural changes implemented by the firm in an attempt to counteract its history of strike action and the pressures of sector recession Outlines the new process of team...

Suggests that management development is always hard to measure, made more difficult, in some cases, by the fact that trainers are not aware of what to look for in the first place. Outlines eight key issues which need to be addressed to ascertain effective best practice including: selecting the...

Defines “flexible training”, suggesting that such a process must include management, monitoring, administration, assessment, learning materials, and human support. Stresses that human support is vital if such training is to succeed, and suggests that mentoring fulfils this function....

Reports on work to ascertain the financial worth of management training, based on consideration of various companies′ best practice, a review of the relevant literature and a project implemented as a new approach to such evaluation. Presents a model which has been successfully applied and...

The effects of redundancy are well known, ranging from the emotional and physiological to the domestic and financial. There is a direct link between the loss of a job, the lowering of self‐esteem and the other “feel good” factors that go with employment. The received message is no work, no...

Reviews the small firm training field, focusing specifically on exporting. Reports on an action learning programme devised by the University of Ulster which sought to prepare small business owners for a United States trade mission under the Young Exporters Trade Mission Scheme (YETM). Discusses...

It is estimated that by the year 2000, 40 per cent of all the UK workforce will require first degree level of education as a minimum. Examines the role of Corporate Community Involvement (CCI), a strategic management tool, and highlights several case examples.

Looks at the appointment and development of managers and the techniques involved therein. Observes that even after training the shock to a new manager on his/her appointment can be greater than expected. Shows that people who are outstanding at their job do not necessarily make outstanding or...