This is the second of two articles about the use of case studies in management training and development. In the first article the authors explained the potential benefits of using this method as well as some of the dangers. They also explained the methodology of running cases effectively. In...

Purpose – To establish how people become managers. Design/methodology/approach – A survey of 50 managers carried out at the end of 2004 by students on the BA in Business and Management course at the University of Westminster. A total of 25 students chose two managers each to interview. Of...

Purpose – The purpose of this paper is to examine the re‐branding of much management education and development under the heading of leadership and to identify the dangers this may bring particularly if it results in key management skills being neglected. Design/methodology/approach – The...

Looks at the sequel to the article about running negotiating workshops for managers. Explains relevant theory and the practice of negotiations. Issues include the context of negotiations, offers and counter‐offers, avoidance of deadlock, the use of third parties and “back channels”,...

Defines job stress. Explains why managerial stress is likely to be on the increase. Notes the increased attention to managerial stress, e.g. attempts to measure stress and relaxation techniques. Warns about the dangers of concentrating just on the symptoms, which may be counterproductive....