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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, [...]

Overview This article details research conducted by the authors into the impact that Toyota's European transplant operation is having on businesses in the region. Changes have been recorded, in both [...]

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.

Results of a four-year study of assessment-center ratings formulated by psychologists and high-level managers validated the ratings' long-term accuracy. Investigators found little difference in the validity of the psychologists' and the managers' assessments. The Overall Assessment Ratings predicted potential for upper management more accurately than they predicted performance effectiveness.

Asssessment centers (ACs) are increasingly being used in personnel selection. The cost-effectiveness of ACs is examined according to their ability to predict future work performance, their utility and their financial benefits using data from the Occupational Psychology Unit of the Ford Motor Co. Results of the study point to the importance of validating ACs before they are used, of considering the risks of heavy reliance on the commonly-used utility analysis formulae, and of treating personnel selection procedures as systems.

A comparison of the validities of mechanically-derived and consensus-derived assessment center ratings found no significant differences between the two approaches for the prediction of on-the-job performance. No significant differences were […]

University experience alone does not enhance management potential.Non-graduates can acquire management skills learned by university graduates through a professional self-management training program. A similar or even superior performance in such graduate skills as debating, thinking, analysis, research and resource investigation and confidence can be attained by non- graduates. Each group can be a mirror image of, and complement, each other.

Individual assessments prepared by psychologists often play a crucial role in personnel management decisions. These assessments, which involve the testing, interviewing, and screening of employees or potential employees, are a major factor in employee selection procedures. The reliability of individual assessment practices is evaluated using a comparison study that examines the comparability of assessment reports. It is found that the methodology of the typical individual assessment process is psychometrically inadequate, and, as such, is an unreliable basis for personnel-related decisions.

The findings of a study conducted by the Open University Business School in 1997 found that management development and training in the UK have improved considerably in a period of 10 years. The results are in sharp contrast to the conclusions reached by a series of studies called the Handy/Constable reports, which criticized the lack of management training and development in the UK. The 1997 study revealed that management development is given higher priority than 10 years before, the length of training provided managers has been extended, and the number of MBA graduates has also increased. The most important drivers of these changes have been internal factors, including corporate strategy and board support.

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.

Interest in the field of management development is increasing among practitioners and academics. A review of available literature is presented in order to reveal what is already known about management development and which areas need further study. Topics covered by the review include the objectives of management development, the development of managerial competencies, and on-the-job training.

Assessment centers entail employee evaluation by a group of trained assessors, with evaluations based on techniques such as in-tray exercises, psychometric examinations, and group discussions. A validation study conducted for a large financial institution indicates that in-tray exercises can demonstrate a strong degree of reliability among different assessors. Reliability is shown to be affected by factors such as clarity of marking instructions, quality of instruction received by assessors, and the amount of time provided for marking and the qualities of the in-tray exercise.

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.

Research is presented describing the study of human resource assessment centres to determine their usefulness in the management of personnel and employee performance training.

The fundamental concepts of career development are discussed. Most employee learning occurs on the job. Different jobs require different skills, therefore cross-training is essential for employees being groomed for higher management positions. Jobs must challenge the employee if development is to take place, but challenges must take place on a gradual, on-going basis with time taken out for the employee to absorb new learning situations. Employee development should be considered an integral part of the manager's job, but at the same time, the ultimate responsibility for career development lies with each employee. Organizations should base promotions on potential as well as on actual performance, and should consider the employee as a total person. To be successful, development programs should be constantly monitored.

Management experts from the west have been asked to look at management training for young people in business, in Russia. Some are researching differences in management styles in the west and in Russia, and are helping to devise a programme which takes the most successful parts of both systems. The European Training Foundation has called for complete change in training in Russia. Some 6.5 million of funding from Europe has been given to help retrain Russian managers. Russian President Boris Yeltsin called for a new high level management training scheme for 25,000 people, in 1998.

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 [...]