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This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/09622519510077538. When citing the article, please cite: Robert Newton, Michael Wilkinson, (1995), “Critical success in management development”, Management Development Review, Vol. 8 Iss: 1, pp. 16 - 24.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/EUM0000000003924. When citing the article, please cite: Robert Newton, Michael Wilkinson, (1994), “A Portfolio Approach to Management Development”, Management Development Review, Vol. 7 Iss 1 pp. 24 - 31.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/EUM0000000003926. When citing the article, please cite: Robert Newton, Michael J. Wilkinson, (1994), “When the Talking is Over: Using Action Learning”, Management Development Review, Vol. 7 Iss: 2, pp. 9 - 15.

Many organizations now utilize action learning, and it is applied increasingly throughout the world. Action learning appears in numerous variants, but generically it is a form of learning through experience, “by doing”, where the task environment is the classroom, and the task the vehicle. Two previous reviews of the action learning literature by Alan Mumford respectively covered the field prior to 1985 and the period 1985‐1994. Both reviews included books as well as journal articles. This current review covers the period 1994‐2000 and is limited to publicly available journal articles. Part 1 of the Review was published in an earlier issue of the Journal of Workplace Learning (Vol. 15 No. 2) and included a bibliography and comments. Part 2 extends that introduction with a schema for categorizing action learning articles and with comments on representative articles from the bibliography.

Discusses in depth mentoring and its meaning and present use, in particular with regard to Ashworth Hospital′s Management Development Programme for 80 managers. Gives the background and development of its comprehensive and sophisticated mentorship programme and the benefits which accrued.

Looks at management development at Ashworth Hospital as part of a continuing programme of professional development. This programme is innovative and revolutionary. It puts control of learning in the hands of the participants who are responsible for driving the programme and share the responsibility for supporting and motivating colleagues.

The purpose of this paper is to report on the Association for Strategic Planning Conference.

The paper provides a conference report for the 2012 Association for Strategic Planning Conference, held in Lincolnshire, Illinois, USA from May 30‐June 2, 2012.

The paper reveals presentations of practitioners and veteran consultants who share what is working in their practice of strategic management.

The paper provides reviews of papers presented at the 2012 Association for Strategic Planning Conference provided by practitioners and veteran consultants who share what is working in their practice of strategic management.

Outlines the workings of Action Learning Sets, team‐building and cultural change, and explores the use of Action Learning methodology in the development of health‐care managers. Outlines the spin‐off benefits of the implementation of Action Learning at Ashworth Hospital, such as self‐discipline, commitment, improved morale, empowerment, etc. Concludes that it could be a powerful tool for future health‐care management.

Details the results of an attempt to identify the impact of a comprehensive management development programme on organizational effectiveness within the health service public sector. Concludes that management development programmes must have a prespecified set of strategically‐linked outcomes, identifying the benefits to the organization, and a set of critical success factor measures to determine their achievement or otherwise. Programmes which do not result in managers feeling empowered will be criticized in not impacting positively on the organization.

Ashworth Hospital has undertaken a management development program for 80 first‐line and middle managers, at the centre of which is the concept of empowerment. To avoid the pitfall, which many other such programs have fallen into, of paying lip‐service to the notion of empowerment, a “Project” has been established entitled “MORALE”. The project begins and ends with an evaluation emphasis on “M” for mentorship and “E” for empowerment. Sandwiched between these interdependent focuses are, “O” for ownership, “R” for responsibility, “A” for accountability, and “L” for learning, these being the accepted prerequisites for the success of empowered managers. Focusses on the delivery team′s belief that the effective development of managers, and their associated organizational benefits, can best be achieved through implementing strategies specifically designed to help empower them. Empowering managers is about helping them to take ownership of their jobs so that they can take personal and collaborative interest in improving the performance of the hospital.