Management Development Review: Volume 6 Issue 2

Subject:

Table of contents

SUCCESS FACTORS IN MANAGEMENT DEVELOPMENT

Charles Margerison

Suggests 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…

513

EXPORTING, SMALL FIRMS AND TRAINING

Bill Clarke, Shirley Brennan

Reviews the small firm training field, focusing specifically onexporting. Reports on an action learning programme devised by theUniversity of Ulster which sought to prepare small…

478

FINANCIAL VALUE AND MANAGEMENT TRAINING

Keith Coaley

Reports on work to ascertain the financial worth of managementtraining, based on consideration of various companies′ best practice, areview of the relevant literature and a…

502

ACTIVE LEARNING FROM THE INSIDE

Ken Jones

Suggests that active learning means participating in events whichare facilitated rather than taught, and in which participants are givenpower. Points out that such training…

707

TEAM WORKING AT BRITISH ALCAN

Arthur Pemberton

Describes 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…

501

THE PSYCHOLOGY OF THE REDUNDANT EXECUTIVE

Mark Parkinson

The 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…

559

MENTORING AND FLEXIBLE TRAINING

Adrian Spooner

Defines “flexible training”, suggesting that such aprocess must include management, monitoring, administration, assessment,learning materials, and human support. Stresses that…

515

TOP TEAMS AND STRATEGIC CHANGE

Siobhan Alderson, Andrew Kakabadse

Based on research at Cranfield School of Management, involving 36organizations in the UK, USA, Ireland, Greece and France and thousandsof European executives, addresses such…

650

DRAMA AS A LEARNING MEDIUM

Geoff Davies, Roger Hancock

Points 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…

605

ISSN:

0962-2519

Online date, start – end:

1992 – 1997

Copyright Holder:

Emerald Publishing Limited