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Article
Publication date: 1 February 1993

Jeffrey Gold

Discusses probable ineffectiveness of traditional“performance control” approaches to appraisal of highereducation staff. Recommends that more attention be paid to…

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Discusses probable ineffectiveness of traditional “performance control” approaches to appraisal of higher education staff. Recommends that more attention be paid to self‐and peer‐appraisal and the responsibility of management to provide an appropriate environment for this.

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Education + Training, vol. 35 no. 2
Type: Research Article
ISSN: 0040-0912

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Article
Publication date: 1 September 1991

Jeffrey Gold

A recent training programme for senior and middle managers of LeedsBusiness School is examined. Following a five‐week assessment anddiagnosis period, which included a two‐day…

Abstract

A recent training programme for senior and middle managers of Leeds Business School is examined. Following a five‐week assessment and diagnosis period, which included a two‐day outdoor activities course, participants were able to draw up their own plan of development which met specific identified needs, drawing on the resources of Leeds Business School. The effect of the programme has been to create a number of “development champions” for further staff development.

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Journal of European Industrial Training, vol. 15 no. 9
Type: Research Article
ISSN: 0309-0590

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Article
Publication date: 1 June 1992

Jeffrey Gold and Steve Johnson

Describes a recent management development programme for themanagers of a business school. Steve Johnson explains how the programmemade him into a “learning manager”. He outlines…

376

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Describes a recent management development programme for the managers of a business school. Steve Johnson explains how the programme made him into a “learning manager”. He outlines how the programme contributed to some recent success stories.

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Executive Development, vol. 5 no. 2
Type: Research Article
ISSN: 0953-3230

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Leadership & Organization Development Journal, vol. 35 no. 1
Type: Research Article
ISSN: 0143-7739

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Article
Publication date: 1 June 1992

Will Wesson and Jeffrey Gold

Reviews the Barnsley Partnership, a joint venture involvingBarnsley Metropolitan Borough Council and a subsidiary of Costain, andtheir ten‐year agreement to develop land local to…

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Reviews the Barnsley Partnership, a joint venture involving Barnsley Metropolitan Borough Council and a subsidiary of Costain, and their ten‐year agreement to develop land local to Barnsley, attract investment and create approximately 10,000 jobs. Emphasizes the need for education and training to ensure that these jobs are filled by local people. Equally this will demand that the current nationally centralized training focus be adapted to local requirements in an attempt to widen skills and prevent a recurrence of the total dependence on a single living, previously enforced by the mining industry. Focuses on Costain′s approach to community involvement, mainly in education, the environment and urban regeneration. Sees the main objectives of the Partnership as winning the confidence and commitment of the community and changing the outside perception of Barnsley and its surroundings, identifying training as the chief requirement for this regeneration. Places emphasis on apprenticeship training vis‐à‐vis the recent shortcomings of Employment Training (ET) and the proven quality of the Construction Industry Training Board (CITB)′s model schemes. Examines the Barnsley Partnership′s commitment to involvement in the local community, epitomized by the Grimethorpe Activity Zone. Deals with Barnsley′s bid for funding to attack current problems. Points up the widening of the premiss of urban regeneration from mere property development to a time partnership of private, local government and community groups. Only through genuinely involving local people will time regeneration be achieved. Concludes that, after two years, a review is needed in order to move into a new phase of development and produce a coherent strategy.

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Education + Training, vol. 34 no. 6
Type: Research Article
ISSN: 0040-0912

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Content available
Article
Publication date: 8 June 2012

Jeffrey D. Yergler

3993

Abstract

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Leadership & Organization Development Journal, vol. 33 no. 4
Type: Research Article
ISSN: 0143-7739

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Content available
460

Abstract

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Leadership & Organization Development Journal, vol. 36 no. 6
Type: Research Article
ISSN: 0143-7739

Article
Publication date: 1 July 1995

Robert Bolton and Jeffrey Gold

Examines how a systemic model of managing career development wasdeveloped to improve a messy problem at Nationwide Building Society. Theapproach adopted was to apply soft systems…

1136

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Examines how a systemic model of managing career development was developed to improve a messy problem at Nationwide Building Society. The approach adopted was to apply soft systems methodology. Presents the model and then examines actions to improve the situations.

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Executive Development, vol. 8 no. 4
Type: Research Article
ISSN: 0953-3230

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Article
Publication date: 1 February 1994

Robert Bolton and Jeffrey Gold

Examines the use of Soft Systems Methodology (SSM) in the analysis andimprovement of a “messy” HRM problem in Nationwide Building Society (NBS).Describes SSM in outline and…

4730

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Examines the use of Soft Systems Methodology (SSM) in the analysis and improvement of a “messy” HRM problem in Nationwide Building Society (NBS). Describes SSM in outline and relates it to a case study application of the methodology in the area of career management and career counselling. At the time of investigation, there was a growing awareness of career problems among managers of all levels in NBS increasing the impetus for change. The problems identified in career management did not lead to clearly defined objectives: the “right answer” was not yet known and variables involved were bound up in values, motives and decisions of human beings with a significant amount of free choice. Develops and analyses a Rich Picture taking account of subjective data as well as objective facts. The understanding gained about the management of careers is used to generate possible improvements and solutions following the stages of SSM. Makes recommendations, a number of which have already been implemented within NBS.

Article
Publication date: 1 June 1999

Jeffrey A. Mello

This paper provides an overview of leadership theories, and their development which forms the basis for a penetrating, effective course assignment on leadership which meets four…

3204

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This paper provides an overview of leadership theories, and their development which forms the basis for a penetrating, effective course assignment on leadership which meets four specific, identified, demanding objectives. Students are allowed to gain insights related to not only the complexities of leadership dynamics but also the processes of constructing behavioral models as well as multicultural and multinational perspectives on leadership. The paper describes the assignment and provides insights as to how to operationalize it in the learning environment to obtain optimal outcomes of learning objectives.

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Career Development International, vol. 4 no. 3
Type: Research Article
ISSN: 1362-0436

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