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Research information regarding management development, specifically in the area of mental growth as a vehicle for promoting organizational learning is discussed. The research suggests that developmental assessment of executives and organizational teams should become a vital part of in house development.

Managers, customer workers and human resource practitioners are presented with challenges by the shift from product-focused to customer- focused organizational structures compelled by the need to help solve customers problems.

Linking individual and team performance with organization-management objectives for overall team effectiveness is found through the use of an audit tool enabled from a database developed from 37 teams in the health and social services field.

Cross-functional teams achieve full performance potential when a manageable way to bring together diverse resources is found. Leadership and trust are influential in creating a team climate for trust in cross functional teams.

A research study was conducted to determine the role of business schools in the development of company management and the behavior of firm administrators in southwest England. The responses of 97 managers from the survey questionnaire given to them were analyzed. Results revealed that majority of the managing directors of different companies from this region sought business schools that would provide education and training needed to upgrade management skills and expertise in their field., Introduction As part of its development strategy, Bristol Business School (BBS) decided in autumn 1994 to seek to expand its provision of management development services to the private sector. The [...]

A research study was conducted regarding national vocational qualifications (NVQ) in Management and the need for post-graduate education programs among managers. Results revealed that employers and employees did not share similar views about management skills shortage. Most employers believed in the importance of continuing management training and education but unemployed managers and employees did not perceive the relevance of NVQ in Management. It was suggested that the importance of management education should be reinforced in the perceptions of the employers and employees alike., Introduction The purpose of this paper is to explore NVQs in Management in terms of their take-up and progression into academic postgraduate (Master's) programmes. In some respects, and with acknowledgement [...]

The progression and future of open learning within management development was studied to examine the relationship of its major stakeholders. The study made use of the survey approach to gather information and create a viewpoint of the stakeholders in relation to open learning within management development. Results of the study suggest that open learning remains to be a vague idea among stakeholders. Open learning seems to cater more within supervisory and middle management. However, initial purchase costs and perceptions are considered as barriers its effective implementation., Introduction The findings to be discussed in this paper are part of a research project focused on examining the relationship of major stakeholders in open learning within management development. In [...]

A review of the existing literature on open and distance learning in the context of the management development field provides clarifications on the definitions and terminology of open learning, and helps in exploring the relationship between open learning and management development. An examination of existing models reveals a chasm between what is happening in the market and what is found in the literature. Lastly, the review finds that there is a need for a market-oriented multiple stakeholders model of open learning in management development to illuminate the interactions among different and competing variables., Introduction This paper surveys and evaluates the existing literature on open and distance learning, with particular emphasis on the management development field. There is a substantial literature on open learning, [...]

The US business world will not recognize the accomplishments of women and will hinder them from rising because of its preoccupation with gender awareness according to a management development study. To overcome this structural fault, there should be organizational programs that emphasize gender similarities over gender differences. Multicultural awareness is the key to a new paradigm of management development., Introduction Although the workforce in America is becoming increasingly diverse, the predominant paradigm for educating and managing this new labour force has remained rooted in an exclusively Anglo-American male mindset. [...]

There are three management development strategies for women commonly used to develop their career skills and marketability. These are single sex, mixed sex and mentoring programs. Among the three, mixed sex training offers the best chances for developing leadership skills and management knowledge, while reducing negative stereotyping and bias. Single sex programs tend to further isolate the woman manager from management., I believe that corporations will change only if [we] organize, take ... action, and force them to. Along with others, I doubt that corporations will improve simply because women work [...]

A longitudinal study delved into the social style profile (SSP) as a tool for anticipating managerial accomplishments in a decade's time. SSP has been widely used in the US to assess various leadership behavior. It has also functioned as a framework for a diverse array of organizational leadership development programs. Results of the study showed that a relationship between SSP dimensions and managerial success over a long period has not been clearly established.

The ability of managers to tackle personal change and development is an important consideration when preparing them for organizational changes. Various schemes that show promise in achieving the desired results have become available to the developmental management ideology. Management should have a good understanding and a full appreciation for the limitations and capabilities of these tools and techniques. A regularly-used personal development program was presented.

The hype surrounding the outdoor management development (OMD) program has blurred the theory's foundations. To this end, a critical examination of OMD is carried out within a historical framework. The analysis looks at six criteria which must be satisfied under an OMD course. These include an outdoor environment, the presence of psychological risks via experiential learning methods and management-oriented activities which parallel workplace experiences.

Six management development programs run by the Bristol Business School for private and public sector clients, three of which lead to a qualification, are evaluated. The relative values of the six are assessed with respect to several parameters. These include the negotiation process required to draw up the program, the client-provider relationship, program content and its benefits. Both kinds of management development courses showed certain advantages and disadvantages but these were dependent on the needs of the participants involved.

The third generation design of development centres incorporates a change in operation as well as methodology, with the centres focusing more on personal development and self-insight. Participants' development plans are monitored and supported afterwards, with those centres that take personal development most seriously considered to be the most successful. Genuine work problems are used in place of unrealistic exercises to improve the centre's credibility. Participants have a central role in determining their assessments to allow them to become aware of the potential uses for their skills.

The article discusses the development of an integrated framework to explain the various elements involved in the various key account management programs. The key account managers and the company's management are shown to be the two target groups that are addressed by the KAM framework.

A research is conducted to change the legacy mind set of traditional business managers, by changing their perception towards internet business tools. The necessity to develop such tools that plays main role in improving organizational culture is also discussed.

This article examines the dynamics of the mentor-protege relationship in business organizations, focusing on how negative experiences can have implications for job satisfaction, turnover, and stress. The social psychology of mentoring is addressed.

Research examining the effects of assessees' patterns of performance on assessor ratings of performance, assessor attributions of performance, and the accuracy of the ratings revealed that different patterns of performance were associated with different ratings, despite similar overall levels of performance. Results indicated that ascending and descending performance was attributed to motivational causes and was rated more accurately than consistently average performance. Results also showed that ascending performers were rated higher on leadership skills and decision making ability.

The use and acceptability of client-based management qualification programs were examined by conducting a survey of large employers in the UK. The findings reveal that most major British corporations offer in-house management development programs for middle, junior and supervisory managers. The results also indicate that client-based qualification programs have higher relevance and are more effective in promoting team building and culture change compared to open qualification programs.

Corporations concerned about productivity and employment equity now have a new technique to select the most productive executive or manager when hiring and promoting says Mark Van Clieaf, President of [...]