Looks at the changes which have occurred following Northern Ireland′s Training and Employment Agency (T&EA) launch. Discusses the role of the administration manager, particularly with regard to Northern Ireland′s 95 per cent of small businesses and the organization and delivery of...

Managers at a firm of 7,000 workers were included in a plan drawn up for executive development which had the typical problems relative to size and nature. Encouraged to discuss problems and put forward ideas and agendas, the managers showed higher commitment and in the environment provided...

Skillchange instruction methodology (SIM), a new design approach, is outlined. A systematic approach is obviously needed and this development methodology shows how it can work in practice. SIM has three phases: feasibility, training and the support phase. Provides guidelines to ensure the...

Line managers are very important cogs in the managerial wheel. Discusses the Ashridge Developing Managerial Skills programme and examines line managers′ attitudes to themselves and their work objectives plus their needs and objectives. Shows the value of a learning needs audit in aiding line...

“Psychological Brainwashing” is just one term which people have used to describe transactional analysis (TA). Examines the relevant facts and remarks upon course evaluations. Shows that TA′s integration with other models has led to more respect and understanding. The approach to the whole...

Henry Mintzberg, renowned for his work on managerial behaviour, is interviewed. As a pragmatist, he talks about strategies and management to Bruce Lloyd, Head of the Management Studies Centre at South Bank Polytechnic.

Change is the only certainty of the management function. Compares the managers of 1980 with those of 1990 from the viewpoint of gender, age, nature of employment, management salaries, managerial function and size of employer.

Power is generally regarded as the key to managerial achievement, if only in enabling users to get things done. Posits powerlessness as a major source of managerial inefficiency, resulting in wasted time, eedless conflict, stress, anger and frustration. Examines power and explains how you can...

The Open Business School recently awarded its first MBAs from a programme first launched in 1989. Over 4,000 part‐time MBA students are ow under its aegis, many of them senior managers. Discusses what motivates them to take on this extra burden, its implications and their aspirations.

Good management practice assumes a capacity for accurate self‐analysis in respect of one′s job and performance. Yet it is surprising how long it takes some managers to acquire this. Provides two models which have been tried and tested for this very purpose.