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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…

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 December 2001

Charles Margerison

Suggests there is misplaced overemphasis on individual competence levels and not enough attention paid to team competency. Feels that individual competencies need to be…

9775

Abstract

Suggests there is misplaced overemphasis on individual competence levels and not enough attention paid to team competency. Feels that individual competencies need to be seen in the context of what a team requires to perform well. Presents nine major team competency factors and a resulting team model, from which a team can assess its objectives, priorities, time management allocations and performance assessment.

Details

Team Performance Management: An International Journal, vol. 7 no. 7/8
Type: Research Article
ISSN: 1352-7592

Keywords

Article
Publication date: 1 January 1971

CL CRESWICK

In the previous issue, Mr John Hughes, Senior Lecturer in Industrial Training at the Manchester Polytechnic, examined some of the problems faced by colleges in running…

Abstract

In the previous issue, Mr John Hughes, Senior Lecturer in Industrial Training at the Manchester Polytechnic, examined some of the problems faced by colleges in running Introductory Courses for Training Officers and suggested possible developments in the light of recent comments. Over the last twelve months, articles and letters have appeared in the professional press expressing the views both of experienced training staff and of academics running such courses, but in the main the consumers have not joined the debate. The author's intention here is to express one such view, a purely personal view from the third side of the triangle comprising academic staff — sponsor firm — course member. The view is based on experience of the course run in the spring of 1970 by the Department of Management Studies at Manchester Polytechnic. The comments made are generalisations from the particular, but this is perhaps permissible, since it is certain general features of the introductory course, and not its particular form at Manchester, which merit debate.

Details

Industrial and Commercial Training, vol. 3 no. 1
Type: Research Article
ISSN: 0019-7858

Article
Publication date: 1 April 1990

W. Leslie Rae

An analysis of the practical application of the Team ManagementResource designed by Charles Margerison and Dick McCann in theTraining Agency (formerly the Manpower…

Abstract

An analysis of the practical application of the Team Management Resource designed by Charles Margerison and Dick McCann in the Training Agency (formerly the Manpower Services Commission) is represented. The results represent the completion of the instrument by 855 managers in the Commission and compares these results with those produced by Margerison and McCann for a wider, more general sample of managers. Several differences are noted between the two samples and some possible reasons for these differences are proposed. The article samples were obtained principally during training events (normally Team Development, although the instrument was administered during developmental events) and suggests implications for trainers and training in its use.

Details

Journal of European Industrial Training, vol. 14 no. 4
Type: Research Article
ISSN: 0309-0590

Keywords

Article
Publication date: 1 February 1986

Charles Margerison, Dick McCann and Rod Davies

Why is Team Management Important? Success or failure in business is a result of whether people work together effectively in teams. Some organisations have a very good…

1912

Abstract

Why is Team Management Important? Success or failure in business is a result of whether people work together effectively in teams. Some organisations have a very good record in teamwork. These include companies like Shell, Citibank, Hewlett‐Packard, IBM as well as smaller organisations. When we look at the performance of the major Japanese companies over the last 30 years we again can see the amazing results of effective teamwork. Names like Sony, Hitachi, Toyota, Nissan, NEC, Honda and others have swept to world leadership in their industries. We can only conclude they are doing something very effectively.

Details

International Journal of Manpower, vol. 7 no. 2
Type: Research Article
ISSN: 0143-7720

Article
Publication date: 1 December 1990

Lyn Hedges

Discusses the development of the Team Management System. Describesthe Team Management Wheel with its nine key roles from ControllerInspector to Creator Innovator. Explains…

615

Abstract

Discusses the development of the Team Management System. Describes the Team Management Wheel with its nine key roles from Controller Inspector to Creator Innovator. Explains the role of the linker manager and the production of a personal profile for each team member. Concludes it provides an integrated way to identify work preferences within a winning team.

Details

Executive Development, vol. 3 no. 4
Type: Research Article
ISSN: 0953-3230

Keywords

Article
Publication date: 1 February 1987

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb001152. When citing the…

Abstract

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb001152. When citing the article, please cite: Charles Margerison, (1978), “Managing The R & D Group: Making Ideas Work”, Management Decision, Vol. 16 Iss: 1, pp. 52 - 63.

Details

Management Decision, vol. 25 no. 2
Type: Research Article
ISSN: 0025-1747

Article
Publication date: 1 January 1987

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb053559. When citing the…

546

Abstract

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb053559. When citing the article, please cite: Charles Margerison, Dick McCann, (1984), “High Performing Managerial Teams”, Leadership & Organization Development Journal, Vol. 5 Iss: 5, pp. 9 - 13.

Details

International Journal of Educational Management, vol. 1 no. 1
Type: Research Article
ISSN: 0951-354X

Article
Publication date: 1 January 1992

An interview with Charles Margerison and Dick McCann. Describes theorigins of the Wheel; explains the terms used in it and the practicaluses to which it can be put. Gives…

Abstract

An interview with Charles Margerison and Dick McCann. Describes the origins of the Wheel; explains the terms used in it and the practical uses to which it can be put. Gives examples of organizations that have used the Team Management approach.

Details

Industrial and Commercial Training, vol. 24 no. 1
Type: Research Article
ISSN: 0019-7858

Keywords

Article
Publication date: 1 February 1989

Charles Margerison and Barry Smith

Managers as Actors Those of us who manage are playing on an organisational stage every day. We enter early every morning to take up our roles, whether it is as chief…

18899

Abstract

Managers as Actors Those of us who manage are playing on an organisational stage every day. We enter early every morning to take up our roles, whether it is as chief executive, marketing manager, personnel adviser, production executive or any of the numerous other roles that have to be performed if work is to be done effectively.

Details

Management Decision, vol. 27 no. 2
Type: Research Article
ISSN: 0025-1747

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