Pub Date : 1996-12-01DOI: 10.1108/EUM0000000004289
P. Tamkin
Personal development has been one of the popular HR trends of the 1990s, and yet has received little close scrutiny as to its application in practice. Reports on the experiences of 14 employers using personal development plans. Finds that employers hope for different things, some want cost effectiveness, others to forge a new deal on development and others to develop a more autonomous workforce. In practice personal development plans (PDPs) are resource intensive but do seem to get individuals to own their own careers and become more autonomous. The means by which they are created can also have a significant effect. Suggests learning points for organizations considering the implementation of PDPs.
{"title":"Practical applications for personal development plans","authors":"P. Tamkin","doi":"10.1108/EUM0000000004289","DOIUrl":"https://doi.org/10.1108/EUM0000000004289","url":null,"abstract":"Personal development has been one of the popular HR trends of the 1990s, and yet has received little close scrutiny as to its application in practice. Reports on the experiences of 14 employers using personal development plans. Finds that employers hope for different things, some want cost effectiveness, others to forge a new deal on development and others to develop a more autonomous workforce. In practice personal development plans (PDPs) are resource intensive but do seem to get individuals to own their own careers and become more autonomous. The means by which they are created can also have a significant effect. Suggests learning points for organizations considering the implementation of PDPs.","PeriodicalId":340539,"journal":{"name":"Management Development Review","volume":"20 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1996-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134182192","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1996-12-01DOI: 10.1108/EUM0000000004287
J. Kelly
Discusses the introduction of a corporate change programme at Motability Finance Ltd. Reports how work groups were established to cover empowerment, staff development and competences, management style, team building and communications. Describes employee and customer satisfaction surveys, undertaken in an attempt to become a customer‐driven organization. Details the introduction of a document retrieval system and training programme.
{"title":"Organizational change at Motability Finance Ltd","authors":"J. Kelly","doi":"10.1108/EUM0000000004287","DOIUrl":"https://doi.org/10.1108/EUM0000000004287","url":null,"abstract":"Discusses the introduction of a corporate change programme at Motability Finance Ltd. Reports how work groups were established to cover empowerment, staff development and competences, management style, team building and communications. Describes employee and customer satisfaction surveys, undertaken in an attempt to become a customer‐driven organization. Details the introduction of a document retrieval system and training programme.","PeriodicalId":340539,"journal":{"name":"Management Development Review","volume":"5 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1996-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123850031","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1996-12-01DOI: 10.1108/EUM0000000004288
Sue Jones
Blames hierarchical management behaviours, attitudes and priorities ‐ characteristic of the traditional “exclusive” Anglo‐Saxon business culture ‐ for the small number of UK world‐class companies referred to in the Government’s third Competitiveness White Paper. Contrasts the “inclusive” collaborative approach of best practice and the core skills and attitudes which underpin it. Considers that widespread neglect of the culture issue is the reason why so many management and training initiatives intended to increase efficiency, quality and innovation, are unsuccessful. Discusses the key role of top management in achieving best practice and points to an inclusive “genuine team” management and training method which can be integrated effectively into day‐to‐day activities in the workplace. Indicates a strategy for initiating and managing radical ‐ yet cost‐effective culture change necessary for removing the barriers to world‐class performance.
{"title":"Collaborative management development pays off","authors":"Sue Jones","doi":"10.1108/EUM0000000004288","DOIUrl":"https://doi.org/10.1108/EUM0000000004288","url":null,"abstract":"Blames hierarchical management behaviours, attitudes and priorities ‐ characteristic of the traditional “exclusive” Anglo‐Saxon business culture ‐ for the small number of UK world‐class companies referred to in the Government’s third Competitiveness White Paper. Contrasts the “inclusive” collaborative approach of best practice and the core skills and attitudes which underpin it. Considers that widespread neglect of the culture issue is the reason why so many management and training initiatives intended to increase efficiency, quality and innovation, are unsuccessful. Discusses the key role of top management in achieving best practice and points to an inclusive “genuine team” management and training method which can be integrated effectively into day‐to‐day activities in the workplace. Indicates a strategy for initiating and managing radical ‐ yet cost‐effective culture change necessary for removing the barriers to world‐class performance.","PeriodicalId":340539,"journal":{"name":"Management Development Review","volume":"231 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1996-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122156139","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1996-12-01DOI: 10.1108/09622519610153910
T. Dunne
Change is a constant of organizational life today, so we are told. Yet few, if any, writers on the subject define what they mean by change. It is assumed that all change is the same. Sets out to correct this omission in the literature by describing first two, and then three, types of change with the aim of clarifying what managers and other professionals concerned with this subject need to take into account when planning a change intervention. Without proper understanding of the type of change that is being planned, poor diagnosis and inadequate formulation and implementation will result. Finally, implications for organizations are spelt out and a distinction between changes and transitions is made, which, it is hoped, will enable managers to understand some of the frustrations about change when things do not go as planned.
{"title":"Fings ain’t wot they used to be","authors":"T. Dunne","doi":"10.1108/09622519610153910","DOIUrl":"https://doi.org/10.1108/09622519610153910","url":null,"abstract":"Change is a constant of organizational life today, so we are told. Yet few, if any, writers on the subject define what they mean by change. It is assumed that all change is the same. Sets out to correct this omission in the literature by describing first two, and then three, types of change with the aim of clarifying what managers and other professionals concerned with this subject need to take into account when planning a change intervention. Without proper understanding of the type of change that is being planned, poor diagnosis and inadequate formulation and implementation will result. Finally, implications for organizations are spelt out and a distinction between changes and transitions is made, which, it is hoped, will enable managers to understand some of the frustrations about change when things do not go as planned.","PeriodicalId":340539,"journal":{"name":"Management Development Review","volume":"26 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1996-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122616087","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1996-12-01DOI: 10.1108/09622519610153938
Christopher Connolly
Suggests that team briefing, e‐mail and informal networks, while useful tools, do not necessarily solve the communication problem and details various steps that can be taken. Discusses three elements of a meeting: task, maintenance and process, which, in the right proportions, can make the meeting more effective. Maintains that keeping a balance between electronic and human communication is important, and meeting in pairs and sub‐groups will help to build relationships. Concludes that noticing colleagues and listening to what they say is an effective way of improving communications.
{"title":"Communication: getting to the heart of the matter","authors":"Christopher Connolly","doi":"10.1108/09622519610153938","DOIUrl":"https://doi.org/10.1108/09622519610153938","url":null,"abstract":"Suggests that team briefing, e‐mail and informal networks, while useful tools, do not necessarily solve the communication problem and details various steps that can be taken. Discusses three elements of a meeting: task, maintenance and process, which, in the right proportions, can make the meeting more effective. Maintains that keeping a balance between electronic and human communication is important, and meeting in pairs and sub‐groups will help to build relationships. Concludes that noticing colleagues and listening to what they say is an effective way of improving communications.","PeriodicalId":340539,"journal":{"name":"Management Development Review","volume":"17 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1996-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"117318221","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1996-12-01DOI: 10.1108/09622519610153929
Michael G. Winston
Suggests that Motorola faces new challenges brought on by its explosive growth. Describes how the company has always had a people‐oriented culture and stresses three key principles: leadership of renewal, renewal of leadership and thinking the unthinkable. States that Motorola is willing and eager to change, realizing that success depends on adaptability, flexibility and speed.
{"title":"Leadership of renewal: leadership for the twenty‐first century","authors":"Michael G. Winston","doi":"10.1108/09622519610153929","DOIUrl":"https://doi.org/10.1108/09622519610153929","url":null,"abstract":"Suggests that Motorola faces new challenges brought on by its explosive growth. Describes how the company has always had a people‐oriented culture and stresses three key principles: leadership of renewal, renewal of leadership and thinking the unthinkable. States that Motorola is willing and eager to change, realizing that success depends on adaptability, flexibility and speed.","PeriodicalId":340539,"journal":{"name":"Management Development Review","volume":"33 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1996-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116986948","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1996-11-01DOI: 10.1108/09622519610151598
T. Bourner
Presents answers to the question: how does the development of self‐knowledge of managers contribute to organizational success in commercial terms? The question originated from a discussion by a group of management developers about the relationships between personal development and effective management. Looks at the contribution of self‐knowledge in terms of motives, values, personal resources, self‐esteem and internal constraints (including compulsive or “driven” behaviour). Concludes that an increasing rate of change within organizations increases the need for the development of self‐knowledge by managers.
{"title":"Personal development to improve management performance: a plain manager’s guide","authors":"T. Bourner","doi":"10.1108/09622519610151598","DOIUrl":"https://doi.org/10.1108/09622519610151598","url":null,"abstract":"Presents answers to the question: how does the development of self‐knowledge of managers contribute to organizational success in commercial terms? The question originated from a discussion by a group of management developers about the relationships between personal development and effective management. Looks at the contribution of self‐knowledge in terms of motives, values, personal resources, self‐esteem and internal constraints (including compulsive or “driven” behaviour). Concludes that an increasing rate of change within organizations increases the need for the development of self‐knowledge by managers.","PeriodicalId":340539,"journal":{"name":"Management Development Review","volume":"37 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1996-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123530557","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1996-11-01DOI: 10.1108/09622519610151633
Jacqueline N. Miller
Addresses the value of laughter, play and a sense of humour as tools for improving communication, innovation and empowerment. Organizations around the world are hiring the author, and other facilitators, to deliver playful and humorous programmes designed to help team members develop a creative collaborative and customer‐centred culture. Lowering stress, improving interpersonal skills, increasing creativity and accelerating learning all can be accomplished by including fun in the workplace. These behaviours and skills support the empowered organization.
{"title":"Humour: an empowerment tool for the 1990s","authors":"Jacqueline N. Miller","doi":"10.1108/09622519610151633","DOIUrl":"https://doi.org/10.1108/09622519610151633","url":null,"abstract":"Addresses the value of laughter, play and a sense of humour as tools for improving communication, innovation and empowerment. Organizations around the world are hiring the author, and other facilitators, to deliver playful and humorous programmes designed to help team members develop a creative collaborative and customer‐centred culture. Lowering stress, improving interpersonal skills, increasing creativity and accelerating learning all can be accomplished by including fun in the workplace. These behaviours and skills support the empowered organization.","PeriodicalId":340539,"journal":{"name":"Management Development Review","volume":"38 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1996-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115786531","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1996-11-01DOI: 10.1108/09622519610151606
Steve Antcliff, P. Kraus, Ken Allison
Describes a development programme for junior and middle managers in an organization undergoing very radical change. After directors profiled demand for likely job characteristics, a range of data was collected for each manager, comprising psychometrics, colleague surveys, and self‐report mindsets. Matching the “supply” of capabilities against the “demands” of future jobs led to the preparation of personal development plans, the implementation of which was assisted by participation in action learning sets. A presentation to a senior panel, including directors, marked an important milestone in the sets’ activities. The whole process was supported in‐house by trained facilitators drawn from the human resource function.
{"title":"Yorkshire Water Services’ management development programme","authors":"Steve Antcliff, P. Kraus, Ken Allison","doi":"10.1108/09622519610151606","DOIUrl":"https://doi.org/10.1108/09622519610151606","url":null,"abstract":"Describes a development programme for junior and middle managers in an organization undergoing very radical change. After directors profiled demand for likely job characteristics, a range of data was collected for each manager, comprising psychometrics, colleague surveys, and self‐report mindsets. Matching the “supply” of capabilities against the “demands” of future jobs led to the preparation of personal development plans, the implementation of which was assisted by participation in action learning sets. A presentation to a senior panel, including directors, marked an important milestone in the sets’ activities. The whole process was supported in‐house by trained facilitators drawn from the human resource function.","PeriodicalId":340539,"journal":{"name":"Management Development Review","volume":"11 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1996-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128450760","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1996-09-01DOI: 10.1108/09622519610772247
I. Campbell
The 1995 Disability Discrimination Act will come into force on 2 December 1996, but will not automatically make consideration of disability illegal in employment‐related decision making. Discusses benefits of employing disabled people and provides case studies.
{"title":"Cases in disability","authors":"I. Campbell","doi":"10.1108/09622519610772247","DOIUrl":"https://doi.org/10.1108/09622519610772247","url":null,"abstract":"The 1995 Disability Discrimination Act will come into force on 2 December 1996, but will not automatically make consideration of disability illegal in employment‐related decision making. Discusses benefits of employing disabled people and provides case studies.","PeriodicalId":340539,"journal":{"name":"Management Development Review","volume":"99 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1996-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122559241","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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