Management Development Review: Volume 9 Issue 7
Table of contents
Fings ain’t wot they used to be
Tim DunneChange is a constant of organizational life today, so we are told. Yet few, if any, writers on the subject define what they mean by change. It is assumed that all change is the…
Organizational change at Motability Finance Ltd
Janet KellyDiscusses the introduction of a corporate change programme at Motability Finance Ltd. Reports how work groups were established to cover empowerment, staff development and…
Leadership of renewal: leadership for the twenty‐first century
Michael G. WinstonSuggests that Motorola faces new challenges brought on by its explosive growth. Describes how the company has always had a people‐oriented culture and stresses three key…
METHODS model for teamworking
Pamela SpearsDescribes the METHODS teamworking model which includes seven basic principles: measurement; encouraging improvement; teaching; listening and conflict resolution; optimization and…
Collaborative management development pays off
Sue JonesBlames hierarchical management behaviours, attitudes and priorities ‐ characteristic of the traditional “exclusive” Anglo‐Saxon business culture ‐ for the small number of UK…
Practical applications for personal development plans
Penny TamkinPersonal development has been one of the popular HR trends of the 1990s, and yet has received little close scrutiny as to its application in practice. Reports on the experiences…
Communication: getting to the heart of the matter
Christopher ConnollySuggests that team briefing, e‐mail and informal networks, while useful tools, do not necessarily solve the communication problem and details various steps that can be taken…