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Devolving training and development to line managers

Mindell, Nicola - In: Management Development Review 8 (1995) 2, pp. 16-21

Reports that most organizations see training and development as the province of the human resource department. Proposes that responsibility for this should be placed in the hands of the line manager. Investigates how the responsibility for training and development can be successfully transferred...

Persistent link: https://www.econbiz.de/10014936580

The people investment process at Solihull Council

Collins, Donn - In: Management Development Review 8 (1995) 5, pp. 15-17

Council, and the ways in which the standard was achieved. Discusses the processes and vision, and the role of managers and …

Persistent link: https://www.econbiz.de/10014936610

Managing a fashion boutique

Margerison, Charles; McCann, Dick; Wyler, Olivier - In: Management Development Review 9 (1996) 5, pp. 13-15

Reports on how the Types of Work Index was used to ascertain roles of boutique managers in the LVMH group. Discusses … what the different roles involve. Concludes that the exercise is a useful way for managers to share and compare information …

Persistent link: https://www.econbiz.de/10014936632

Employers appreciate 360‐degree feedback

Curtis, Derek - In: Management Development Review 9 (1996) 5, pp. 34-36

Suggests that once companies introduce 360‐degree feedback, it becomes an established part of their performance appraisal system. Provides reasons why one‐dimensional feedback is often not enough, and how 360‐degree feedback can increase individuals’ awareness of how they are perceived....

Persistent link: https://www.econbiz.de/10014936636

Drawn into change

Reddiford, Sarah - In: Management Development Review 9 (1996) 5, pp. 37-40

middle managers. This was accomplished via managers’ drawings to express their feelings about change. Describes various …

Persistent link: https://www.econbiz.de/10014936637

Fings ain’t wot they used to be

Dunne, Tim - In: Management Development Review 9 (1996) 7, pp. 5-10

describing first two, and then three, types of change with the aim of clarifying what managers and other professionals concerned … enable managers to understand some of the frustrations about change when things do not go as planned. …

Persistent link: https://www.econbiz.de/10014936643

How to define management: a modular approach

Shenhar, Aaron J.; Renier, J. - In: Management Development Review 9 (1996) 1, pp. 25-31

different purposes. First, it may help managers understand the complexities of their job in various situations and identify …

Persistent link: https://www.econbiz.de/10014936651

THE DEVELOPMENT OF FIRST‐LINE MANAGERS AT ICI

Pearce, Ian - In: Management Development Review 5 (1992) 1

Reports on ICI′s training and development of first‐line managers, including the various processes and stages of … thinking. Shows the importance of first‐line managers and includes a three‐part model which explains their role. Concludes that … there is further motivation for managers in pursuing individual development after the job is done. …

Persistent link: https://www.econbiz.de/10014936674

HAVE MANAGERS CHANGED IN THE LAST TEN YEARS?

Mansfield, Roger; Poole, Michael - In: Management Development Review 5 (1992) 2

Change is the only certainty of the management function. Compares the managers of 1980 with those of 1990 from the …

Persistent link: https://www.econbiz.de/10014936683

STUDENT EXPECTATIONS ON THE OPEN BUSINESS SCHOOL′S MBA

Lewis, Jenny - In: Management Development Review 5 (1992) 2

‐time MBA students are ow under its aegis, many of them senior managers. Discusses what motivates them to take on this extra …

Persistent link: https://www.econbiz.de/10014936685