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1 – 10 of 558
Article
Publication date: 1 January 1993

Ralph Lewis

Much competence analysis lacks a framework in which to examinedifferent skills and abilities. Suggests that the eight functionsdefined by Jung in terms of psychological types can…

Abstract

Much competence analysis lacks a framework in which to examine different skills and abilities. Suggests that the eight functions defined by Jung in terms of psychological types can be thought of as competences. The Jungian model then provides clear guidelines on the probability of different competences being present in one individual, and on the path involved in developing other competences. According to Jung all‐round competence is highly unlikely until the latter half of individuals′ lives. Suggests reasons why the model is not more widely used.

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Journal of Managerial Psychology, vol. 8 no. 1
Type: Research Article
ISSN: 0268-3946

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…

16238

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.

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

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Article
Publication date: 1 April 1980

Ralph Lewis and Chel Hibbert

In our experience there very often seems to be a discrepancy between the avowed aims of many management training programmes and the reality of the organisation in which…

Abstract

In our experience there very often seems to be a discrepancy between the avowed aims of many management training programmes and the reality of the organisation in which participants are based. In some cases the organisation even appears to militate against objectives being achieved. The main causes of this are the different definitions of the aims of programmes that are held by all interested parties. These often contradict each other. This article will examine these later in more detail together with our approach both in theory and in practice.

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

Article
Publication date: 1 January 1981

Charles Margerison and Ralph Lewis

We wish to produce a new way in which managers can look at how they manage themselves and their team. We have called the approach Mapping Managerial Styles because it is possible…

Abstract

We wish to produce a new way in which managers can look at how they manage themselves and their team. We have called the approach Mapping Managerial Styles because it is possible for each person to assess their own approach to work and look at how it compares with other people's. This is particularly important for every manager.

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International Journal of Manpower, vol. 2 no. 1
Type: Research Article
ISSN: 0143-7720

Article
Publication date: 1 August 1994

Ralph Lewis

Complexity theory is a new science that builds on chaos. Itsimplications for organizations are many – specifically in understandingchange. Leaders need to keep their organizations…

2669

Abstract

Complexity theory is a new science that builds on chaos. Its implications for organizations are many – specifically in understanding change. Leaders need to keep their organizations in the complexity zone where learning takes place, rather than stability or chaos. The basic “rules” that govern all behaviours in an organization need to be identified. Complexity theory explains how competition happens and also suggests that top‐down culture change will not work.

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Executive Development, vol. 7 no. 4
Type: Research Article
ISSN: 0953-3230

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Article
Publication date: 1 February 1979

Ralph Lewis and Charles Margerison

It was John Dewey who clearly argued that we should integrate learning with work and work with learning. His view was that experience could be a great teacher, providing we had…

Abstract

It was John Dewey who clearly argued that we should integrate learning with work and work with learning. His view was that experience could be a great teacher, providing we had opportunities to learn from action. He emphasised that there was ‘An intimate and necessary relation between the processes of actual experience and education’. However, he also emphasised ‘it is not enough to insist upon the necessity of experience, nor even of activity in experience. Everything depends upon the quality of experience which is had.’

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Personnel Review, vol. 8 no. 2
Type: Research Article
ISSN: 0048-3486

Article
Publication date: 1 June 1981

Chris Parker and Ralph Lewis

Laurence J. Peter, in his best selling book, The Peter Principle, argued that individuals are promoted to their level of incompetence. He saw this progression as being typified by…

Abstract

Laurence J. Peter, in his best selling book, The Peter Principle, argued that individuals are promoted to their level of incompetence. He saw this progression as being typified by successive promotion from success at lower levels until the individual gets to a point where he is described as inefficient. The Peter Principle has been accepted because it described clearly and vividly the experience of individuals and of organisations, but we believe that whilst it is descriptively correct, it is only partially true in its conclusions.

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Journal of European Industrial Training, vol. 5 no. 6
Type: Research Article
ISSN: 0309-0590

Content available

Abstract

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Journal of Management Development, vol. 19 no. 4
Type: Research Article
ISSN: 0262-1711

Book part
Publication date: 27 December 2018

Catherine Ward

Due to the country’s most recent wars in Afghanistan and Iraq and the enactment of the Post 9/11 GI Bill, colleges and universities across the United States have experienced a…

Abstract

Due to the country’s most recent wars in Afghanistan and Iraq and the enactment of the Post 9/11 GI Bill, colleges and universities across the United States have experienced a remarkable increase in student veteran enrollment. As a result, many college campuses have been challenged with knowing how to effectively support veterans as they transition from military life to college life. Although there is notable good intention, this challenge can impact an institution’s ability to offer adequate support. Consequently, many student veterans remain at the margins of the college experience, often affected by their distinct circumstances and a campus that may not be fully prepared to support them. This is a matter of equity and inclusion at its core. Students who are not well understood are likely to be underrepresented and underserved. Therefore, veterans must be included in the equity and inclusion conversation. A review of the literature confirms that student veteran support must involve a greater understanding of the student veteran experience, address institutional barriers to access, replace deficit models of support with more equitable practices, and challenge the dominant paradigm of student success that overemphasizes students’ individual and group characteristics and overlooks the role educators play in student achievement.

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Perspectives on Diverse Student Identities in Higher Education: International Perspectives on Equity and Inclusion
Type: Book
ISBN: 978-1-78756-053-6

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Article
Publication date: 1 March 1978

C.J. Margerison, R. Lewis and C. Hibbert

Think of the first job that you had. Was it the basis upon which you have built your career? If not, how did you come to be doing your present job?

Abstract

Think of the first job that you had. Was it the basis upon which you have built your career? If not, how did you come to be doing your present job?

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Journal of European Industrial Training, vol. 2 no. 3
Type: Research Article
ISSN: 0309-0590

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