Looks at management development at Ashworth Hospital as part of a continuing programme of professional development. This programme is innovative and revolutionary. It puts control of learning in the hands of the participants who are responsible for driving the programme and share the...

Outlines the workings of Action Learning Sets, team‐building and cultural change, and explores the use of Action Learning methodology in the development of health‐care managers. Outlines the spin‐off benefits of the implementation of Action Learning at Ashworth Hospital, such as...

The author describes the process by which a group of six managers, from a variety of disciplines, on an Action Learning programme influenced each other. The support and encouragement offered is illustrated and related to research carried out by Margerison and Belbin. The article is based on the...

The author, a 57‐year‐old managing director of a small engineering company, describes why he decided to take an MSc Management by Action Learning, and the benefits he gained. He sets out the processes of the Action Learning Set, and how he and others learned from each other and the tutors.

An examination of what management education should be accomplishing in today′s companies to provide executives with the skills necessary to lead their businesses into the future. Categories of executive skills that should be considered in developing management development and education...

An investigation into the process of cross‐fertilisation on MBA programmes is reported. An interview schedule was devised as a basis for discussions with a sample from each of three MBA programme types: open, in‐company and consortial. It was concluded that: learning from and acting upon...