Pub Date : 1996-06-01DOI: 10.1108/09622519610115705
B. Lloyd
Outlines the links between the three key concepts that come with power ‐ leadership, responsibility and learning ‐ and what they mean for learning organizations. Suggests that leadership needs to balance the interests of all stakeholders in any situation to be more effective; that a responsibility approach is inclusive and more concerned with long‐term issues; and finally that learning is the heart of the productive activity, quoting Revans ‐ “for any organization to survive, its rate of learning must be equal to, or greater than, the rate of change in the environment”.
{"title":"The paradox of power and learning","authors":"B. Lloyd","doi":"10.1108/09622519610115705","DOIUrl":"https://doi.org/10.1108/09622519610115705","url":null,"abstract":"Outlines the links between the three key concepts that come with power ‐ leadership, responsibility and learning ‐ and what they mean for learning organizations. Suggests that leadership needs to balance the interests of all stakeholders in any situation to be more effective; that a responsibility approach is inclusive and more concerned with long‐term issues; and finally that learning is the heart of the productive activity, quoting Revans ‐ “for any organization to survive, its rate of learning must be equal to, or greater than, the rate of change in the environment”.","PeriodicalId":340539,"journal":{"name":"Management Development Review","volume":"384 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1996-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121321528","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 : 1996-04-01DOI: 10.1108/09622519610111790
E. Rausch
Suggests that for improving the quality of management/leadership in an organization, there is nothing more powerful than the appropriateness of participation in decision making. Details the concept of appropriate participation in decision making and planning and its likely impact. Discusses the issues in participation and management/leadership and concludes with some basic management/leadership guidelines.
{"title":"Appropriate techniques in decision making: Part I","authors":"E. Rausch","doi":"10.1108/09622519610111790","DOIUrl":"https://doi.org/10.1108/09622519610111790","url":null,"abstract":"Suggests that for improving the quality of management/leadership in an organization, there is nothing more powerful than the appropriateness of participation in decision making. Details the concept of appropriate participation in decision making and planning and its likely impact. Discusses the issues in participation and management/leadership and concludes with some basic management/leadership guidelines.","PeriodicalId":340539,"journal":{"name":"Management Development Review","volume":"5 3 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1996-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116778452","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 : 1996-04-01DOI: 10.1108/09622519610772094
Christina Sanes
Increasingly, customers expect suppliers to deliver a high standard of service before and after purchase, and in a competitive market this can mean the difference between success and failure. Explores the role of employees in providing customer satisfaction, and ways in which management can support and motivate them. Concludes by offering hints to help leaders achieve this.
{"title":"Employee impact on service delivery","authors":"Christina Sanes","doi":"10.1108/09622519610772094","DOIUrl":"https://doi.org/10.1108/09622519610772094","url":null,"abstract":"Increasingly, customers expect suppliers to deliver a high standard of service before and after purchase, and in a competitive market this can mean the difference between success and failure. Explores the role of employees in providing customer satisfaction, and ways in which management can support and motivate them. Concludes by offering hints to help leaders achieve this.","PeriodicalId":340539,"journal":{"name":"Management Development Review","volume":"22 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1996-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125233774","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 : 1996-04-01DOI: 10.1108/09622519610772111
J. Varney
Dialogue is emerging as a means of communicating at a subtle level, which points the way management may need to develop in order to deal with an increasingly complex and unpredictable world. Suggests that dialogue should be the basis of strategic planning. As senior managers bring the spirit of dialogue into the workplace, there will be extraordinary changes in the nature of organizations.
{"title":"The power of dialogue","authors":"J. Varney","doi":"10.1108/09622519610772111","DOIUrl":"https://doi.org/10.1108/09622519610772111","url":null,"abstract":"Dialogue is emerging as a means of communicating at a subtle level, which points the way management may need to develop in order to deal with an increasingly complex and unpredictable world. Suggests that dialogue should be the basis of strategic planning. As senior managers bring the spirit of dialogue into the workplace, there will be extraordinary changes in the nature of organizations.","PeriodicalId":340539,"journal":{"name":"Management Development Review","volume":"176 2 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1996-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133985818","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 : 1996-04-01DOI: 10.1108/09622519610772085
J. Kelly
Describes outdoor team‐building programmes provided by the company Team Dynamic. Satisfied clients include Europ Assistance, International Factors (a Lloyds Bank subsidiary), Alexander Howden and Transaction Technology Ltd.
{"title":"Using the outdoors for team‐building","authors":"J. Kelly","doi":"10.1108/09622519610772085","DOIUrl":"https://doi.org/10.1108/09622519610772085","url":null,"abstract":"Describes outdoor team‐building programmes provided by the company Team Dynamic. Satisfied clients include Europ Assistance, International Factors (a Lloyds Bank subsidiary), Alexander Howden and Transaction Technology Ltd.","PeriodicalId":340539,"journal":{"name":"Management Development Review","volume":"51 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1996-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121321100","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 : 1996-04-01DOI: 10.1108/09622519610772102
Mark Thomas
Describes the open learning management training programme offered by the UK Civil Aviation Authority. This leads to the Certificate in Management Studies, and enables staff at all levels to study in their own time, improve management capabilities and future prospects, and enhance departmental efficiency or that of the organization as a whole. Personal experiences illustrate the success of the programme.
{"title":"Open learning flies at CAA","authors":"Mark Thomas","doi":"10.1108/09622519610772102","DOIUrl":"https://doi.org/10.1108/09622519610772102","url":null,"abstract":"Describes the open learning management training programme offered by the UK Civil Aviation Authority. This leads to the Certificate in Management Studies, and enables staff at all levels to study in their own time, improve management capabilities and future prospects, and enhance departmental efficiency or that of the organization as a whole. Personal experiences illustrate the success of the programme.","PeriodicalId":340539,"journal":{"name":"Management Development Review","volume":"46 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1996-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134084386","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 : 1996-04-01DOI: 10.1108/09622519610111763
S. King
Describes IKEA’s self‐managed learning programme. The company has a decentralized approach and its trading arm operates at national levels. Their self‐managed learning programme was developed by the UK‐based Roffey Park Management Institute. Roffey Park have also developed a self‐managed MBA programme for six managers from Portugal.
{"title":"European cases of self‐managed learning","authors":"S. King","doi":"10.1108/09622519610111763","DOIUrl":"https://doi.org/10.1108/09622519610111763","url":null,"abstract":"Describes IKEA’s self‐managed learning programme. The company has a decentralized approach and its trading arm operates at national levels. Their self‐managed learning programme was developed by the UK‐based Roffey Park Management Institute. Roffey Park have also developed a self‐managed MBA programme for six managers from Portugal.","PeriodicalId":340539,"journal":{"name":"Management Development Review","volume":"52 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1996-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115499063","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 : 1996-04-01DOI: 10.1108/09622519610111772
S. King
Describes an innovative behavioural assessment technique devised by Exeter‐based Quality Values Publications. The methodology recognizes nine critical motivating factors which combine in any organizational culture: identification, internationalization, instrumentality, consensus, rationality, development, group dynamics, equity and equality. Describes application of the method at Normalair‐Garrett.
{"title":"Behavioural analysis in Westland subsidiary","authors":"S. King","doi":"10.1108/09622519610111772","DOIUrl":"https://doi.org/10.1108/09622519610111772","url":null,"abstract":"Describes an innovative behavioural assessment technique devised by Exeter‐based Quality Values Publications. The methodology recognizes nine critical motivating factors which combine in any organizational culture: identification, internationalization, instrumentality, consensus, rationality, development, group dynamics, equity and equality. Describes application of the method at Normalair‐Garrett.","PeriodicalId":340539,"journal":{"name":"Management Development Review","volume":"62 1-2 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1996-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123472238","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 : 1996-04-01DOI: 10.1108/09622519610111781
Charles W. Read, B. Kleiner
Describes the importance of training and summarizes learning theory. Details the top ten learning methods: videotapes, lectures, one‐on‐one instruction, role plays, games/simulation, case studies, slides, computer‐based training, audiotapes and films. Discusses the factors to consider when selecting a training method or combination of methods. Emphasizes the importance of post‐training evaluation.
{"title":"Which training methods are effective","authors":"Charles W. Read, B. Kleiner","doi":"10.1108/09622519610111781","DOIUrl":"https://doi.org/10.1108/09622519610111781","url":null,"abstract":"Describes the importance of training and summarizes learning theory. Details the top ten learning methods: videotapes, lectures, one‐on‐one instruction, role plays, games/simulation, case studies, slides, computer‐based training, audiotapes and films. Discusses the factors to consider when selecting a training method or combination of methods. Emphasizes the importance of post‐training evaluation.","PeriodicalId":340539,"journal":{"name":"Management Development Review","volume":"9 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1996-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130276713","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 : 1996-02-01DOI: 10.1108/09622519610181720
G. Wills, C. Oliver
Too few programmes of management development seek to evaluate their hard ROI for the enterprise. Describes how action learning’s focus on company‐specific issues makes this more feasible. Reports on a four‐year impact analysis from MBA programmes showing that employing organizations benefited greatly and that the individual managers also gained a host of soft benefits. The endemic problems of action learning are also identified but the contribution of the Set (fellow members of a small learning cell) again stands out as most vital.
{"title":"Measuring the ROI from management action learning","authors":"G. Wills, C. Oliver","doi":"10.1108/09622519610181720","DOIUrl":"https://doi.org/10.1108/09622519610181720","url":null,"abstract":"Too few programmes of management development seek to evaluate their hard ROI for the enterprise. Describes how action learning’s focus on company‐specific issues makes this more feasible. Reports on a four‐year impact analysis from MBA programmes showing that employing organizations benefited greatly and that the individual managers also gained a host of soft benefits. The endemic problems of action learning are also identified but the contribution of the Set (fellow members of a small learning cell) again stands out as most vital.","PeriodicalId":340539,"journal":{"name":"Management Development Review","volume":"31 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1996-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121392238","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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