Management development as a separate, discrete area of activity in training is no longer viable. Challenges the status quo but gives an explanation of the need for companies to look at how they manage themselves and devolve responsibility with reference to the author′s own company.

The impact of structural change is being substantially felt in middle management, with many commentators prepared to write off this tier of management. Explores the changing role of the middle manager and the implications for Human Resource Management. Drawing on two research programmes argues...

Highlights an address made at the launch of West London TEC′s IT Skills Forum. Discusses ICL′s training policy and structure; advocates an investment in skills for the future to beat the recession.

The IT Skills Survey recently commissioned and published by West London TEC raises significant points on training gaps and needs.

A comprehensive survey into training, skills and experience plus qualifications of residents in two adjacent West Yorkshire areas. Gives an accurate profile and interesting results.

Reports on research compiled and released by Coventry and Warwickshire TEC with supporting material from the Councils of Coventry City and the County of Warwickshire. Provides pointers to the likely state of the labour market in the area and indicates labour demand concerns. Uses the data to...

Gives advice on topics relevant to the techniques employed in management counselling and consultancy. Shows that all managers can give and receive useful input and the experience garnered can then be usefully passed on to others. The receptiveness of managers to these comments and advice is of...

Argues that teamwork involved in such outdoor pursuits as rafting, treasure hunts and abseiling, etc. can only strengthen and improve the organizational health of companies – if used as a strategically controlled training diet.

The management of stress both at home and at work is vitally important if employers are to get the best out of their workforce. Focuses on a four‐stage mode for helping others handle pressure.

To many organizations “performance management” is a way of summarizing their appraisal and pay systems; to others it is an holistic concept. Illustrates such a system which has successfully operated at Cambridgeshire County Council for a number of years.