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Article
Publication date: 1 July 1989

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb057528. When citing the article, please…

201

Abstract

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb057528. When citing the article, please cite: Charles J. Margerison, (1988), “IMPROVING COMMUNICATIONS AT WORK”, Industrial Management & Data Systems, Vol. 88 Iss: 11/12, pp. 19 - 22.

Details

Marketing Intelligence & Planning, vol. 7 no. 7/8
Type: Research Article
ISSN: 0263-4503

Article
Publication date: 1 May 1989

Charles J. Margerison and Dick McCann

Effective team management can be the difference between success andfailure in business. This monograph provides some practical ideas basedon experience to enable you, the manager…

Abstract

Effective team management can be the difference between success and failure in business. This monograph provides some practical ideas based on experience to enable you, the manager, to develop your team and improve its performance. The Team Management Systems approach to developing effective team operations is referred to and the principles involved are described, including linking, exploring, controlling, organising and advising.

Details

Leadership & Organization Development Journal, vol. 10 no. 5
Type: Research Article
ISSN: 0143-7739

Keywords

Open Access
Article
Publication date: 21 February 2020

Charles J. Margerison and Michelle D. Ravenscroft

This paper considers how online character education applications can be applied by educational practitioners within the school environment to meet curriculum requirements and…

1265

Abstract

Purpose

This paper considers how online character education applications can be applied by educational practitioners within the school environment to meet curriculum requirements and increase the learning opportunities for citizenship education.

Design/methodology/approach

The Draft Curriculum for Wales 2022 is used as an example of how this can be achieved through innovative applications that are linked to the areas of personal development within the Margerison C-Model.

Findings

The five aspects of the framework focus on how practical applications can be used by teachers to enable individual development of character strengths. In particular, reference is made on how technology plays an increasing role in enabling both students and teachers to access learning opportunities.

Practical implications

The paper suggests practical applications to enable the integration of technology into personal and social learning.

Social implications

This aligns with the United Nations Sustainable Development Goal 4, (SDG4), which highlights social–emotional development and learning as a specific area of educational importance.

Originality/value

The paper indicates ways to enhance identity and life-long learning.

Details

Journal of Work-Applied Management, vol. 12 no. 1
Type: Research Article
ISSN: 2205-2062

Keywords

Article
Publication date: 1 May 1983

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of…

16184

Abstract

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

Details

Management Decision, vol. 21 no. 5
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 1 January 1989

Charles J. Margerison

Adapted from the author′s book, Managerial Consulting Skills, here he reflects on the unseen and occasionally amusing aspectsof a consultant′s work. Most of the major problems can…

Abstract

Adapted from the author′s book, Managerial Consulting Skills, here he reflects on the unseen and occasionally amusing aspects of a consultant′s work. Most of the major problems can often occur before the assignment starts – and then unlikely events can intervene. The author recounts his own experiences of travelling abroad as a consultant adviser. He also stresses the importance of flexibility and sensitivity towards seminar participants.

Details

Management Decision, vol. 27 no. 1
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 1 January 1986

Charles J. Margerison and D.J. McCann

The audit manager has a key task in being a managerial linker to ensure top team performance. This article highlights key points to guide professional practice and shows the use…

Abstract

The audit manager has a key task in being a managerial linker to ensure top team performance. This article highlights key points to guide professional practice and shows the use of a new instrument called the Team Management Index.

Details

Managerial Auditing Journal, vol. 1 no. 1
Type: Research Article
ISSN: 0268-6902

Article
Publication date: 1 March 1985

Charles J. Margerison

The differing levels of experience existing within career development require identification and differentiation in their training requirements. A model defining eight such…

Abstract

The differing levels of experience existing within career development require identification and differentiation in their training requirements. A model defining eight such levels, from initial training experience through to corporate and political experience, is useful, and some of the work based on the action learning format provides sound guidelines. Gordon Wills has demonstrated that such learning can be incorporated into a practical educational structure at postgraduate level through involving companies in sponsoring individuals to work on key projects as the central element in their learning. These directions must be considered in future so that management education and development might ally in helping managers effect the transition between managerial levels.

Details

Journal of Management Development, vol. 4 no. 3
Type: Research Article
ISSN: 0262-1711

Keywords

Article
Publication date: 1 January 1988

Charles J. Margerison

Consulting assignments go through various steps and stages. It is important to know what these are so you can identify what needs to be done, when and how. This article outlines…

Abstract

Consulting assignments go through various steps and stages. It is important to know what these are so you can identify what needs to be done, when and how. This article outlines the steps and stages seen occurring in most consulting work.

Details

Journal of Organizational Change Management, vol. 1 no. 1
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 1 May 1988

Charles J. Margerison

Traditional management education sessions are based upon the usual lecture inputs on concepts, ideas and research. They are followed up by historical standard case studies…

Abstract

Traditional management education sessions are based upon the usual lecture inputs on concepts, ideas and research. They are followed up by historical standard case studies, together with experiential simulations, all supported by group discussions. The process of action learning confronts the reality rather than studying a hypothetical situation. It confronts the use of skills in situ, rather than learn in one place and transfer the learning to another place. The article outlines how action learning can be applied to the process of management development and the key differences from the conventional approach.

Details

Journal of Management Development, vol. 7 no. 5
Type: Research Article
ISSN: 0262-1711

Keywords

Article
Publication date: 1 March 1989

Charles J. Margerison

Conversation control is a key managerial skill. A manager must knowwhen to talk and when to listen. Conversational skills are a key toeffective performance. Listening is of equal…

Abstract

Conversation control is a key managerial skill. A manager must know when to talk and when to listen. Conversational skills are a key to effective performance. Listening is of equal importance, in order to gather information from people in a positive and practical way. (The article includes a Self‐assessment Index aimed at the manager.)

Details

Management Decision, vol. 27 no. 3
Type: Research Article
ISSN: 0025-1747

Keywords

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