Explores two different methods of implementing the Investors in People standards at Prospect Foods and Birds Eye Walls. Compares Prospect Foods′ Group Operational Plan (GOP), (developed for a smaller organization), with Birds Eye Walls′ TQM Excell Programme (developed for a much larger...

Examines experiences of managers and how this affects employee training and development. Highlights key factors thought by managers to be important in achieving success and also the personal experiences of these in solving managerial problems. Concludes that to develop and achieve results, a...

Reports on how the Human Resource (HR) professional can prove his/her input towards the bottom line of the company a subject which undermines their credibility on the management team. Suggests that direct correlation between HR and its payback to the company is difficult to evaluate due to its...

Examines the importance of story telling in the field of training. Presents qualities of a story which make it work. Suggests that as long as the story is about something with which the audience can identify, then it can be used effectively to enliven the proceedings, and, more importantly, to...

Reports on resistance to change among staff within an organization and the subsequent problems for managers. Examines causes of resistance and categories of behaviour related to it. Suggests that better understanding of both of these issues leads to more effective management.

Reports on the changes in bus and coach services in the United Kingdom, owing to the Transport Act of 1986, which brought about deregulation. Examines several cases across the country, including Great Yarmouth, London and Plymouth. Suggests that management has proven that it can compete,...

Points out that it is difficult to work learning directly with an organization′s strategic goals and needs. Reports on Scotland′s Central Regional Council′s approach which suggests that strategic goals and eeds should be examined before a learning programme can be implemented. This is done...

Reports on organizations who still find time and money, despite the recession, to invest in management training, especially that connected with the Management Charter Initiative. Outlines the particular interest paid to NVQs/SVQs and the MCI Crediting Competence system Gives particular emphasis...

Examines traditional styles of leadership in the light of the new challenges and changes of the 1990s. Proposes that they are becoming more and more inappropriate and gives a check‐list for a new and more appropriate leadership. Concludes that we ought to be developing a leadership approach...

Examines how development consulting works in practice. Indicates that the senior CEO of the 1990s needs a variety of skills and abilities to carry out his/her job competently, the development of which is often eglected. States the importance of development consulting as being that of keeping the...