Presents the author′s examination of the way in which, without formal education, he built up a multi‐million pound business employing over 100 staff, and then sold it to take up something which he wished to do, namely, further his education via TEC, NVQs and the MCI level 4 and 5. Further...

Examines the Management Charter Initiative′s Senior Manager′s Standards project and assesses its effect on the long‐term development of organizations using it. Also investigates the effects of crediting competence (CC) and its future uses.

Appraisal of performance, although thought of as a good idea, needs to be done well, otherwise major problems can arise. Looks at a case in an engineering company where the author was asked to do a management review of 10 per cent of the 4,000 staff by questionnaire. Includes examples of the...

Examines the way organizations are establishing sustainable competitive advantage to combat the effects of the recession. Investing in training is pointed as one way of building on already available talent.

Examines a recent managerial sex typing research project. Results show that it is still very difficult for women to reach top managerial jobs and those who do are very much in the minority. The “glass ceiling” appears to be still intact although women are gaining some “middle” ground....

Personnel and HRM must face up to the challenge of the Government′s Citizen′s Charter and the implications of BS5750. Looks at the role of HR professionals in local authorities and how areas of operation will alter. The importance of justifying their role in the changes will be a major...

The construction industry may not be fully prepared for growth because of the lack of training in recent years. Reports on the CITB′s “Investors in People” (IIP) campaign which emphasizes the importance of recognizing people as a resource to be developed. Reports on the steps being taken...

Reviews total quality management (TQM) and investigates whether it has run its course. Discusses criticisms aimed at TQM and answers questions posed. Goes on to show that total quality is measurable and will be reflected by results.

Examines process of management development. Highlights basic skills for managing a small team. Gives guidelines for becoming a great manager which include “flexibility” and “vision”. Concludes that the best managers are those who “recognize problems, seize opportunities, and create...

Examines training by external mentors and its effects on management education. Suggests that it is complementary and supportive of all other training methods, since it encourages the practice of skills learned through formal training. Explains how external mentoring works – by assessing an...