Management Development Review: Volume 6 Issue 2
Table of contents
SUCCESS FACTORS IN MANAGEMENT DEVELOPMENT
Charles MargerisonSuggests that management development is always hard to measure,made more difficult, in some cases, by the fact that trainers are notaware of what to look for in the first place…
EXPORTING, SMALL FIRMS AND TRAINING
Bill Clarke, Shirley BrennanReviews the small firm training field, focusing specifically onexporting. Reports on an action learning programme devised by theUniversity of Ulster which sought to prepare small…
FINANCIAL VALUE AND MANAGEMENT TRAINING
Keith CoaleyReports on work to ascertain the financial worth of managementtraining, based on consideration of various companies′ best practice, areview of the relevant literature and a…
ACTIVE LEARNING FROM THE INSIDE
Ken JonesSuggests that active learning means participating in events whichare facilitated rather than taught, and in which participants are givenpower. Points out that such training…
TEAM WORKING AT BRITISH ALCAN
Arthur PembertonDescribes major changes to working practices made at British AleanPrimary & Recycling Ltd. which were part of wide‐ranging culturalchanges implemented by the firm in an attempt to…
THE PSYCHOLOGY OF THE REDUNDANT EXECUTIVE
Mark ParkinsonThe effects of redundancy are well known, ranging from theemotional and physiological to the domestic and financial. There is adirect link between the loss of a job, the lowering…
MENTORING AND FLEXIBLE TRAINING
Adrian SpoonerDefines “flexible training”, suggesting that such aprocess must include management, monitoring, administration, assessment,learning materials, and human support. Stresses that…
TOP TEAMS AND STRATEGIC CHANGE
Siobhan Alderson, Andrew KakabadseBased on research at Cranfield School of Management, involving 36organizations in the UK, USA, Ireland, Greece and France and thousandsof European executives, addresses such…
DRAMA AS A LEARNING MEDIUM
Geoff Davies, Roger HancockPoints out that the success or failure of a business can depend onthe quality of the interpersonal relationships within it, and thatthree‐quarters of a manager′s time may be spent…