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The article announces personnel changes and briefs of editor and publisher, including AT&T's WarnerMedia has sold the celebrity news and gossip brand TMZ to Fox Corp. deal will see the tabloid founded by Harvey Levin; and promotion of Samantha Melbourneweaver at Los Angeles Times.

The article explains the use of organizational resources in formulating a vision of knowledge management improvement for the COVID-19 pandemic recovery. It mentions the negative impact of excessive structure on knowledge management. Among the factors that affect the use of modern knowledge management techniques are the structure, culture, and strategic planning of an organization. Also noted is the lack of empirical support to measure the role of resources in knowledge management development.

Describes the IBM Palisades Advanced Business Institute, designed by Mitchell/Giurgola Architects. The new executive education center is located in Palisades, N.Y.

Another important point is that it might be possible that some managers and potential managers do not have the right personalities, psychological makeup, and related factors to be effective, employee-centric managers. How many people working in today's organizations truly consider their managers to be employee-centric? The manager who regularly displays the employee-centric manager attributes is the one whose employees report a better experience and higher engagement. [Extracted from the article]

The article discusses the importance of management education for construction materials producers. According to the article, management training prepares managers to handle day-to-day responsibilities, provide world class service to customers, minimize risk to the company while improving relationships in the workplace. The article also provides an overview of a Management Skill Development Program that discusses leadership, essential skills for managers and improving teamwork.

The article focuses on the risks related to middle managers in the organizations in Australia. It mentions that the occupational health and safety regime ensures that the trained people work in challenging environments. It focuses on the impact of cost cutting on the training of executives and employees.

The article discusses executive development and leadership training. It suggests that organizations provide executive training programs and project assignments that deliver real-world experience to train executives in an intentional way. According to the article, career development initiatives for executives should blend the needs and opportunities of the organization with those of the executive, incorporating periodic assessment and support from human resources staff. Topics include feedback, strategic planning, and mentoring.

The authors offer their views on the leadership lessons from the Mayo Clinic. The author mentions that one of the things that Mayo brothers got right is the practice of developing new leaders from those who are absorbed in the culture and have a deep appreciation for the Mayo way. They believe that the brothers realized at the peak of their careers that Mayo Clinic was more than just their own achievement and deserved to outlive them and that their act of generosity flowed from their values.

The article focuses on the fine-tuning leadership skills for effectiveness in different situations. The authors advise that managers should balance their leadership strengths for effect. To improve performance, managers need to set realistic goals and strive to achieve them. They define leadership requirements in terms of how and what to lead. They offer tips on how to create the mindset that resolves and manages the problems of leadership.

The article reports that Association of Optometrists (AOP), the College of Optometrists, and the Royal College of Ophthalmologists (RCOphth) have called on Great Britain National Health Service (NHS) England to work with them and adequately fund new models of eye care. It mentions that the new eye care model will increase pressure and protect patients from failings that pose a risk to sight.

The article offers information on the Challenge Model, a management development program for executives. It states that the challenge for providers of leadership is to develop the collective leadership and management of a firm that demonstrates a positive return on investment. The Challenge Model is an executive education program with support faculty teaching and facilitation, books, research, and best practices to create a critical mass of leadership within an organization. It has several critical layers, including Action Learning, targeted teaching, and a combination of face-to-face and distance interactions.

The article offers information on the Place and Space Model, a program developed at the Fuqua School of Business at Duke University for professional management development. One of the program's main concept is the virtual learning team, a distinctive educational process that takes advantage of experience, individual readiness, and reflective practice. It also aims to provide a highly diverse and geographically distributed participants who remain full-time employees throughout the program. It emphasizes the Internet as a communication channel that connects people with people.

The article presents a guide for executives on how to master effectiveness in the workplace. The author cites the principles outlined in the book entitled "The Effective Executive," by Peter Drucker. The author further discusses the practices outlined in the book and argues that effectiveness can only be achieved through constant practice of getting the right things done.

Presents guidelines for offering financial management training to managers and supervisors in the U.S. Purposes of offering financial management training; Factors to consider in a financial management training course; Benefits of the training to managers and supervisors.

Presents the common blunders affecting the contact center industry. Prevention of customer inquiries; Misconception regarding self-service; Problem with shedding the cost-cutting stigmas of contact centers and gaining recognition as a strategic branch within the enterprise; Consideration regarding the follow-up process after conducting manager training.

The article explores the connections between knowledge management (KM) and management development and how logistics specialist Exel Ltd. and engine manufacturer Lister Petter used KM and e-learning to support customer-led strategies. A KM initiative alone can struggle to show its value but if implemented together with human resource and e-learning, it will help to show its true value. The content of KM relates to the same component as the virtual management system and is linked through the integrated system's underlying data relationships. A good KM program will improve the organizational training.

The article focuses on the need of leadership quality in corporate world. The authors assert that the true test of any company's leadership development is the caliber and depth of its senior management ranks. Yet so often CEOs complain that they just do not have enough talent on the bench. Despite considerable investment and attention, their development programs fail to deliver a full team of topflight executives. The problem is that traditional management development remains too far removed from the day-to-day realities of business. Although companies pay lip service to on-the-job training, their development programs tend to be run in carefully controlled hothouses, apart from the daily work of the organization. INSET: A Deceptively Simple Business Model.

The article discusses about how engineers can learn to become good managers. Steven Cerri teaches what he calls soft skills to engineers who want to make the transition to management. Cerri's initial class is for corporate engineers who are thinking about a transition to management. His second class is aimed at engineers who definitely want to manage or who are already leading people. For this class, Cerri puts his students into a variety of made-up situations to teach them how to best communicate.

Discusses how training and technical support enabled Alston & Bird law firm to garner the top spot in the 2003 annual technology survey of "The American Lawyer" magazine. Distinction of the technology being used by the law firm; Achievements of the technology support team of the law firm; Efforts of Alston & Bird to prioritize the training of its lawyers.

Discusses the importance for engineers to have a continuing education in the engineering industry. Key benefits of continuing learning; Suggested approach on how to start self-learning; Table showing the results of continuing education survey. INSET: HOW TO TEACH YOURSELF ALMOST ANYTHING.

Discusses what factors make an executive education program worth the investment. Considerations for choosing an executive education program; Networking opportunities; Types of executive training; Efforts by chief information officers in the U.S. to develop tests for executive education programs.

Reports that the board of the Atlanta-Fulton Public Library System has ordered director Mary Kaye Hooker to attend management and sensitivity training. Claim of the staff at the library system regarding the personality of Hooker; Decision to designate increased hiring responsibility to Hooker; Issues raised in connection with the training.

The article discusses progressive managers who treat the workforce as a valued resource and engage workers in organization and planning using coaching skills. Topics covered include managers trained in the safe and unsafe acts (SUSA) approach, increasing the amount of safety communication, and effective communication skills as a hallmark of transformational leaders. Also mentioned are the transformational leadership skills.

Discusses the training of managers in public and private sectors of the construction industry. Skills that employers are looking for in an employee; Attitudes of younger generation of employees; Professional career development training of employees among international business enterprises.

Discusses various leadership styles adopted by managers in organizations. Reasons for greater portion of management positions unnecessary in businesses, industries and governments; Questions asked in leadership training programs; Leadership skills required for successful management.

Presents information on the five industry leaders in Australia considered to be finishing schools for business executives. Citibank, Rio Tinto, Coles Myer, McKinsey & Co, and Shell; Comments from the alumni of each business; Ability to produce people equipped for any industry; Fred Hilmer of the Australian Graduate School of Management on the finishing schools of the future.

Focuses on the employees retention problems that companies are facing. Managerial skill as the key variable in retaining top employees; Difference between employment contracts before and today; Insights on recruitment practices; Qualities to look for in hiring employees. INSETS: Three ways to boost retention;What goes down can come up.

Features Comair's strategy in dealing with the growing competition in the United States airlines market. Profit-sharing program; Addition of experienced managers for middle management and high-ranking posts; Comair Communications Log; Management training program; Off-hub, point-to-point operation.

Offers guidance on finding and training the right executives. College recruitment; Management training and development programs; Junior management committee; Psychological tests; Promotion from within; Executive record; Subtle indications of character; Recognition of potential executives; Different kinds of knowledge.

Reports on the training of young men for management jobs. Shortage of executives in the business sector; Disagreement on the qualifications for management; Manifestation of leadership skills.

This article presents a fictional situation involving a library assistant director attempting to convince his employer that he should be allowed to attend a management training seminar.

The article offers tips and recommendations on how professionals can have their full career potential and avoid pitfalls particularly in the health and safety profession. It mentions that it is only normal for health professionals to have desires in furthering their profession. It recommends that health and safety professional should plan their career to have Chartered status for the purposes of career development and professional advancement.

The article focuses on short programs as ideal paths for furthering education and skills of leaders and managers. It mentions the 70/20/10 model as an effective learning and development program for executive training and development being run at the National Australian Bank (NAB) Academy for employees. It also notes short courses being offered by the Strategic Management Institute, the Australian Institute of Management and the Mt. Eliza Executive Education at Melbourne Business School.

The article describes the Maximizing Employee Performance by Minimising the Impact of Substances (MEPMIS) training programme for small and medium-sized enterprise (SME) managers to address the impact of inappropriate alcohol and drug use by employees in Europe. It outlines the common problems associated with alcohol and drug use in the workplace such as absenteeism and reduced productivity. It also discusses the training course and its modifications specified for certain target-group needs.

The article focuses on the strengthening of Australian small to medium enterprises (SMEs) by the Office of Australian Industry Capability (OAIC) in Seattle, Washington, established by the Boeing Co. in 2007. It says that the creation of OAIC was the company's response to the new defence policy of the Australian government that aims to provide competitive procurement opportunities to the Australian industry. It discusses several introductory training courses provided by the OAIC to SMEs including executive and management training and specialized manufacturing and machining skills and workshops. It also relates several OAIC success stories. Moreover, it presents the insights of Boeing Co. senior manager of industrial participation Wes Field regarding the success of OAIC.

The article focuses on how specialty foot care business Foot Solutions (FS) undertook continuing education efforts for its employees. Incorporated in August 2000 by pedorthics-trained entrepreneur Ray Margiano, the company works with its customers to solve their foot problems through proper fit. It operates 250 retail stores in 15 countries and a certified Pedorthic Training Center at its headquarters in Marietta, Georgia. FS requires all franchisees and their managers to complete 40 hours of online training, 2.5 weeks of precertification pedorthic coursework and training in Marietta, and one week of in-store field training. FS partnered with Fliqz to accomplish this.

The article reports that several founders and chief executives of companies included in "BRW" magazine's Fast 100, a list of the fastest-growing companies in Australia based on turnover from 2006 to 2007, have been turning to coaches and mentors to help them improve their skills. Some executives who worked with coaches are Phillip Grueff of ARCS Building Group, David Guy of Officium Group, Robert Phillpot of Aconex, Andre Bax of Bax Property and Paul Birch of PBI Australia.

The article announces career developments in the book industry, including `

Focuses on the executive education program of Darden Graduate School of Business Administration called The Executive Program (TEP). Professions of TEP participants; Schedule of activities of TEP participants; Details on the Wise computer-based exercise given to TEP participants.

Reports on the increase in big businesses' use of mentoring to develop the skills of their executives in Australia as of May 4, 2001. Role of mentoring in staff development; Companies' policies regarding mentoring programs. INSET: MUTUAL ADMIRATION SOCIETY..

Discusses the need to implement training programs for process plant managers. Role of the plant manager in the overall organizational setup; Qualifications of an effective manager; Approach to training; Training curriculum.

Editorial. Comments on leadership education and questions the possibility of training people to be leaders. View that what is taught at the gatherings is not leadership, but rather management and/or administration; Reference to the character Malvolio in Shakespeare's 'Twelfth Night'; Mention of a supplement, 'Movers & Shakers,' with the March 15, 2002 issue of this periodical and the potential leaders that will be profiled.

Discusses a case study presented in the July 2000 edition of 'Library Journal,' in which library director Barbara Drucker was tardy to a meeting and the ensuing reaction from assistant director John Moravec. Why Drucker's good intentions may go unnoticed because she was tardy; Need to delegate responsibility; Benefits of time management training.

Discusses the leadership training of 3M Co.'s information technology (IT) managers. Challenges encountered by 3M in its IT program; Leadership program for senior IT managers; Lessons learned from Positional Leadership Initiative. INSET: What leadership means at 3M.

Presents information on NEC Australia's efforts to develop Australian managers to compete globally. Hilton Ludekens, senior general manger of corporate services for NEC; Alliance with the Monash Mt Eliza Business School; Experience of Ted James, national credit manger for NEC; Comments from Graeme Pocknee of Mt Eliza Business School's global-strategy centre; NEC's use of a federalist structure internationally.

Discusses the executive training program of Texas Commerce Bank (TCB), dubbed Necessary Executive Remedial Development (NERD), as part of a broad change management effort, as of December 1997. Details about Tom Geggatt's group at TCB; The efforts of Northern Telecom Ltd. in looking for an enterprise sales force automation system. INSET: Front-office application deployment best practices..

Editorial. Presents the author's view on the Risk-Taking Initiatives to Develop Executive Resources and Skills (RIDERS) Program about earning leadership in management training. Goal of the author in joining the leadership program of RIDERS; Employees of RIDERS met by the author in the training program; Sessions of the program; Activities in the training; Challenges encountered by the author on the activities; More. INSETS: If you want to be a R.I.D.E.R.;The women behind RIDERS..

Discusses various aspects of customized executive education. Need for custom-tailored executive education; Names of companies in the United States and in other countries which use customized education for their executives; Description of the customized educational programs of several business schools.

Discusses the role of behavioral science research methodology in the training of managers. Ability of research methodology to improve managerial thought; Example of common management thought; Advantages of research methodology.

Focuses on the quantification of the role of managers in accordance with administrative authority and responsibility. Relation of the managers with the management advancement; Interest of managers in scientific analysis of the area of management; Requirement of company to select professional managers; Need of customary educational and experience training for the engineer; Qualities required for modern corporate managers.