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Douglas, M. - In: Industrial and Commercial Training 34 (2002) 3, pp. 116-119

leadership in the shape‐shifting terrain of global growth. Crucial to bonding together the highly prized family values and … culture within a global operation; company managers needed leadership tools for the fresh challenges. Highlights the … leadership initiative that has helped the company to manage rapid change and provide the skills and tools that would support …

Persistent link: https://www.econbiz.de/10014755014

The Excellent Leader

Wynne, Bernard - In: Industrial and Commercial Training 21 (1989) 3

altered circumstances are described. Four aspects of excellence – caring for customers, innovation, people and leadership …

Persistent link: https://www.econbiz.de/10014755677

Culture and globalisation: a Latin American challenge

Granell, Elena - In: Industrial and Commercial Training 32 (2000) 3, pp. 89-94

Based on our research, observations and experience mainly in the Latin American region, this article will address four questions. First, what is the importance of globalisation as a pressure for change for different countries and regions? Second, why is organisational culture an increasingly...

Persistent link: https://www.econbiz.de/10014754950

Do we really understand coaching? How can we make it work better?

Redshaw, Bernard - In: Industrial and Commercial Training 32 (2000) 3, pp. 106-109

Coaching has enormous benefits for both organisations and for the individuals they employ. When good coaching is widespread, the whole organisation can learn new things more quickly and therefore can adapt to change more effectively. Individuals not only learn the new skills they are coached in,...

Persistent link: https://www.econbiz.de/10014754953

Allen & Overy – premier in people development

Eales‐White, Rupert - In: Industrial and Commercial Training 34 (2002) 5, pp. 172-176

Describes the approach and the innovations introduced into management development in one of the leading global law firms. Outlines the introduction of a “top‐down” approach and its growth that, over time, created a culture where development was seen as a necessary, positive and welcome...

Persistent link: https://www.econbiz.de/10014755021

Seeing is Believing – The Role of Personnel in Reading and Shaping the Metaphors that Govern Business Life

Thake, Don - In: Industrial and Commercial Training 21 (1989) 4

The metaphors used in various organisational cultures are reviewed – such as club, family, team, pragmatist, intellectual. These describe and explain behaviour prevalent in particular organisational cultures, and are extremely powerful. It is concluded that existing metaphors will be found...

Persistent link: https://www.econbiz.de/10014755680

DEVELOPMENT CENTRES PART 2: LINKING DC DESIGN WITH ORGANISATIONAL VALUES AND MESSAGES

Kerr, Scott - In: Industrial and Commercial Training 23 (1991) 4

The second of a two‐part article elaborates on the themes espoused in Part 1 by identifying three development centre (DC) models: resource development, resource management and resource control. These illustrate the values on which the organisation is based and the messages it communicates; and...

Persistent link: https://www.econbiz.de/10014755716

DEVELOPMENT CENTRES PART 1: ENSURING FITNESS FOR PURPOSE IN YOUR ORGANISATION

Kerr, Scott - In: Industrial and Commercial Training 23 (1991) 3

Development Centres (DCs) are an increasingly popular method of assessing key personnel to determine their development needs. They are also a highly visible and powerful organisational intervention which reveals an organisation′s core values and culture. This two‐part article focuses on DCs...

Persistent link: https://www.econbiz.de/10014755717

MATCHING CHANGE INTERVENTIONS TO ORGANIZATIONAL REALITIES

Harrison, Roger; Spoth, Juliann - In: Industrial and Commercial Training 24 (1992) 2

The idea that a person′s satisfactions are dependent upon and caused by something or someone outside oneself are discussed. Looks at various levels of organizational consciousness and lists and describes them. Stress among change managers in organizations is shown to be a complex aspect of...

Persistent link: https://www.econbiz.de/10014755736

THE MANAGER AS COACH

Barry, Tom - In: Industrial and Commercial Training 24 (1992) 2

In the current economic climate, companies are increasingly realizing that their management style has to change. “Downsizing” has resulted in less opportunities for promotion and managers must be able to motivate their staff and enable them to develop in their jobs. The existing management...

Persistent link: https://www.econbiz.de/10014755738