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Implemented in 1998, the mission of the United States Postal Service's Advanced Leadership Program is designed to solve its leadership crisis. Few imagined that the program would deliver much more [...]

You need people ready to lead. But in an era of continual job hopping and constant change, how do you approach succession planning? Successful companies don't view it as a [...]

Managers need to have skills and abilities to cope with the turbulence of the business environment. In their desire to become more competitive and to achieve cost savings, companies are radically transforming themselves by adopting new technology, reengineering work processes, downsizing the core workforce and introducing new flexible working practices. One of the biggest changes in the corporate environment is the demise of the traditional employment relationship which was characterized by the unspoken understanding that employees were to give loyalty and effort to the company while employers were to provide life-long job security and career development. With the end of the concept of employment for life, employers should help prepare their employees with life-long employability. Managers should be trained to enhance their employability by helping them redirect their skills base from technical to transferable skills.

Management development has emerged as an important tool for increasing market competitiveness. Thus, its integration with business strategy formation is projected to boost organizational performance. Management development must focus on building employee competence and the learning environment aimed at future global competition. The recruitment of outstanding personnel is expected to play a more important role in market advantage over physical assets, financial base or brand products.

The executive development processes of various Japanese companies with respect to the maintenance of their international competitiveness were studied. Among the firms whose executives were interviewed were Nippon Steel, Nissan Motors, Sumitomo Metals and Hitachi. The role of personnel departments, the interfunctional and interplant rotation of executives and promotion systems of Japanese firms were also examined. Among the short-term strategies of the firms were improvement of the quality of raw materials and components and continuous improvement of the efficiency and cost-effectiveness of production facilities.

Executive education programs need to be led by the CEO and must go beyond the typical MBA-type training in order to develop executives capable of leading change. Executive education? The [...]

Each year this telecommunications company relocates more than 1,000 of its key managers and executives, most for developmental assignments. Here's the company's strategic thinking and how it does it. In [...]

The 21st-century American expatriate manager (EM) will have completely different professional skills and experience, management orientation and professional challenges from those of today's managers. The recruitment, selection and development of [...]

As the pace of business activity and change accelerates, managers filling openings are demanding immediate performance and having less and less tolerance for delay. The honeymoon period, a time of [...]

Executives can use a variety of leadership techniques, including transactional leadership, which rewards employees for services delivered, and transformational leadership, which explains realistic corporate visions and focuses on worker diversity. Experience has shown that transactional leadership tends to limit employee effort and satisfaction, while transformational leadership stimulates workers' intelligence. Firms interested in developing transformational-focused executives can encourage the selection and retention of employees who have the possibility of developing into transformational leaders. Additionally, transformational leadership techniques can be promoted by providing training seminars and designing organizational cultures to accommodate transformational techniques., From Transactional to Transformational Leadership: Learning to Share the Vision Sir Edmund Hillary of Mount Everest fame liked to tell a story about one of Captain Robert Falcon Scott's earlier [...]

Management development programs should focus on training people to cope with swiftly changing business conditions. They should also prepare people to operate in management structures that have eliminated the need for many middle managenent tiers. Furthermore, these programs should aim to train managers to handle and implement change. This ability to manage change is a skill that has been identified by graduate recruiters as one of the most important characteristics of an effective manager. Other skills that are regarded as good indicators of managerial competence are excellent communication abilities, strong leadership traits and expertise in solving problems.

A first-time engineer/manager may confront difficult situations that will challenge the acceptance of that new role by former peers. The chances are that most associates will be accepting. But for [...]

Corporations traditionally give sales manager jobs to sales personnel who have achieved high sales. While this approach guarantees that managers will know what it takes to make sales, it does not guarantee that managers will know how to manage. Sales managers need to learn to be models or coaches to sales staffs. They must also learn to adopt new responsibilities such as motivating employees and outlining strategic goals. Forward-looking firms should establish sales management training, because experts believe firms that do not create such programs will be missing market or business opportunities., Training Sales Managers To Be Managers Only three out of 10 sales managers are considered highly effective by subordinates, superiors, colleagues and their own self-assessments. Nearly a quarter are ranked [...]

They're here in unprecedented numbers, and they're talented. All they need is a little training. In This Article: Generational Training * The U.S. Department of Labor shows a continuing escalation [...]

The inside scoop. 'A coach challenges you and takes the time to find out what winning in life means to you, says business coach Alison Hendren. 'A coach is someone [...]

Stop your managers from worrying about this year's budgets (and this year's bonus) and your company is more likely to prosper. The 25 large companies most admired by 12,000 of [...]

Strategic-level decision-making within organizations was assessed in a 1984 survey of 1,073 management respondents in 190 British organizations. Results indicate that clarity about personnel objectives was highest among: personnel workers, those high in the management hierarchy, and those with relatively long tenure within the organization. Data also suggest that the nature rather than the number of positions held has a significant effect on perceptions of the clarity of personnel objectives.

Management development (MD) is defined as any procedure in which a person learns, grows and improves his ability to execute management functions. This review of MD literature focuses on management education, training, and on-the-job experiences. Research issues including the diversity of management positions and the atheoretical nature of the field are discussed, as are four implications for practice.

Most decisions about establishing in-house microcomputer training programs vs. seeking outside vendors to do the job will be based on down-to-earth, dollars-and-cents busines considerations. Occasionally, however, selecting the most appropriate [...]