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Article
Publication date: 10 April 2007

This paper consists of an interview with Morag Mathieson of The Glenmorangie Company.

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Abstract

Purpose

This paper consists of an interview with Morag Mathieson of The Glenmorangie Company.

Design/methodology/approach

A series of questions were posed to Morag concerning, amongst other things, the Learning Centre in Glenmorangie.

Findings

Morag provides information about the training courses that she runs.

Originality/value

Morag points out that the training is changed according to people's needs.

Details

Development and Learning in Organizations: An International Journal, vol. 21 no. 3
Type: Research Article
ISSN: 1477-7282

Keywords

Article
Publication date: 18 April 2008

Morag Mathieson and Julia Blair

The purpose of this paper is to share the learning gained from the experiences of The Glenmorangie Company in driving a step change in quality awareness within the business.

1213

Abstract

Purpose

The purpose of this paper is to share the learning gained from the experiences of The Glenmorangie Company in driving a step change in quality awareness within the business.

Design/methodology/approach

The approach is taken in terms of raising standards in the organisation through a competency training and development programme, using a top‐down approach to deliver against stretching business targets.

Findings

The approach used at The Glenmorangie Company echoes the findings documented in the CIPD research paper “Managing change: the role of the psychological contract”.

Practical implications

When considering embarking on any programme requiring a step change in business performance where a change in culture is vital, this approach will enable you to optimise its success, gain employee support to ensure sustainability and improve both employee and business performance.

Originality/value

This case study will be of value to all those involved in improving business performance, providing a clear, structured approach to the process of building effective learning interventions based on a clear understanding of the need to change.

Details

Industrial and Commercial Training, vol. 40 no. 3
Type: Research Article
ISSN: 0019-7858

Keywords

Article
Publication date: 1 February 2006

Morag Mathieson

To share the learnings gained from the experiences of the training and development manager at The Glenmorangie Company.

5299

Abstract

Purpose

To share the learnings gained from the experiences of the training and development manager at The Glenmorangie Company.

Design/methodology/approach

The practical approach taken is described in terms of getting management buy‐in to training and development through a bottom‐up approach.

Findings

The experiential approach used at The Glenmorangie Company echoes the findings documented in the CIPD research analysis paper based on 2005 Training and Development Survey.

Practical implications

When considering implementing new learning initiatives this approach will enable one to optimise one's success and prove sustainability, through managers' commitment and employee engagement.

Originality/value

To all those involved in training and development it provides a practical step‐by‐step approach to making effective learning interventions that managers are committed to adopt.

Details

Industrial and Commercial Training, vol. 38 no. 2
Type: Research Article
ISSN: 0019-7858

Keywords

Article
Publication date: 20 March 2009

The purpose of this paper is to describe how whisky company Glenmorangie improved quality awareness following its takeover by luxury‐goods firm Louis Vuitton Moet Hennessy.

1044

Abstract

Purpose

The purpose of this paper is to describe how whisky company Glenmorangie improved quality awareness following its takeover by luxury‐goods firm Louis Vuitton Moet Hennessy.

Design/methodology/approach

The paper details the consequences for the workforce of Glenmorangie's move from selling primarily to retailers and focusing mainly on compliance, to targeting premium bars, clubs and hotels, which called for products of uncompromising quality and visual perfection.

Findings

The paper reports that operators now have increased confidence in their authority and competence and understand that they have the authority and responsibility to stop the production line if they suspect that the product does not meet the highest standards. Quality is now recognized as the No. 1 priority throughout the business.

Practical implications

The paper highlights the key role employee support in achieving culture change.

Originality/value

The paper provides a structured approach to the process of building effective learning interventions based on a clear understanding of the need to change.

Details

Human Resource Management International Digest, vol. 17 no. 2
Type: Research Article
ISSN: 0967-0734

Keywords

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