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A focus on the distance mentoring program launched by Mentor Executive Coaching in collaboration with Turkcell a Turkish telecommunications company and communications consultancy company Zarakol, to help young women from remote communities of Turkey to become successful achievers is presented.

JOHN LEWIS has used community volunteer work to help with its management training programme. Some 95 managers from its Peterborough store spent a day at a special needs school carrying [...]

EVENT: A sales-and service-training program held by Volkswagen last April at the Loews Denver Hotel. The program served as a springboard for the launch of two new upscale cars and [...]

With the economy squeezing budgets, companies are focusing their training dollars on the frontline sales force. In the long run, however, neglecting management may be a bad idea. According to […]

Firms investigating how to improve the results of management training programs which enhance executives' management skills can utilize twenty suggestions including: making sure training content is relevant to what is needed; giving feedback to participants; and making sure course content is practical., Twenty Tips for Management-Development Programs The pressure is on. In today's world, indirect expenses, such as management training, must show a return--or else. The days of accepting the value of [...]

Higher level executives need a liberal arts education that is general in nature and covers a wide range of topics. A specialized education is too narrow in scope and does not train the executive to take into account all possible aspects of a decision. A liberal education prepares the executive to view the internal and external environment in which a decision must be made and to understand the long-term effects of that decision. A liberal arts education teaches students the skills of communication which are necessary for executives. Liberal education is a life-long process.

Since April 1985, British Airways (BA) has worked to improve managerial performance through its five-day Managing People First (MPF) program, which grew out of an earlier course for customer service staff called Putting People First. Both reflect BA's efforts to adapt to denationalization, reductions in staff, and other structural changes. BA has adopted a three-part management strategy, of which MPF is the first part, an evaluation program for managers and executives is second, and a management bonus compensation plan is third. Although most managers expressed initial skepticism for MPF, follow-up participant interviews revealed that over 70 percent had employed some of what they had learned. Average weekly customer and employee complaints are down from 3,000 to 400 at BA.

Blue Bell Inc., a North Carolina apparel manufacturer, ensures its management training programs elaborate on the company's values and business philosophy, which was summed up under the acronym PRIDE. The acronym stands for: Profitability through excellence, Respect for the individual, Involved citizenship, Dedication to fairness and integrity, and Existing for the customer. Each module of Blue Bell's week-long management training program takes one of the values (one letter in the acronym) as its theme, and trainees are shown how decisions must be made in the context of the company's stated values.

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.

Changes transpiring in the Baltic States present opportunities for management development trainers to help them meet their goal of establishing a free market-based economy within a democratic setting. For the trainers to succeed in preparing the Baltic Nations for the challenges that the new millennium will bring, it would be best if they try to get familiar with each nation, establish close relationships, and provide presentations according to the needs of each segment.

Quality improvement (QI) has become one of the key priority initiatives for organizations today, and ISO 9000 is an international quality system standard that many of them are using as [...]

NEW YORK -- The American Institute of CPAs is sculpting a comprehensive series of courses on executive management skills. W. Thomas Cooper, Jr., chairman of the AICPA Management of Accounting [...]

SOME YEARS AGO, CHEVROLET DECIDED THAT THEIR area service manager trainees needed 'more seasoning' before being sent out to their assignments across the country. The average trainee was about 30 [...]

N.Y. Beckons Black South Africans Five banks and a securities firm that want to keep their position as underwriters of New York City securities are launching a management training program [...]

Outplacement firms help train tomorrow's corporate leaders Outplacement firms not only counsel laid-off personnel, they also provide training programs for the Fortune 500's most promising executive talent. Beampines Inc., headquartered [...]

A specific technique for dealing with the challenge of employers' growing liability for negligence is supervisory training. The human resources manager should ensure that the supervisor understands that his personal behavior must be in accordance with the law. The personnel department should provide organized training programs that instruct managers and supervisors on the legal aspects of daily work situations.

Letting Users Learn at Their Own Pace The time was ripe. With personal computers (PCs) reshaping the decision-making process, computer-based training (CBT) came into the limelight, offering what many considered [...]

Office automation will not necessarily eliminate the need for middle managers, but managers who do not know how to use office technologies will become less marketable or less important to their organizations. Managers should understand how their organizations intend to use office automation. Many companies offer training programs to teach employees how to use computers; if such an opportunity is not available, managers can train themselves by obtaining a personal computer, and learning how to use software programs related to their job duties or their employer's general industry.

Managing an organization through change requires balancing human needs and business needs, a process that can be facilitated by proper executive training. Corporate leaders need to decide not only what to change, but also how to change it; executives need to control the processes of change and to resolve a number of issues, such as how to select a future organizational structure that meets long-term needs, how to make the necessary changes while maintaining organizational effectiveness, and how to deal with human reactions to change. Change management training should focus on the following: communicating the need for change, assessing the situation, designing the desired state, analyzing the impact of the change, organizing and planning the change, implementing the change, formalizing the new state, evaluating the change process, and monitoring or fine-tuning the change. The different management processes and leadership skills required by three types of organizational change are described.

Introducing the Boss to a New PC Demands a Deft Touch Computer-training is Kate Barnes's turf, and she does a great job. I don't intend to poach on her turf, [...]

A young engineer was destined for the highest levels of senior management. Talented and productive as a technician, he became intrusive when he became a manager. Although he would delegate [...]

First there was the IBM Personal Computer. Now there is a family of IBM PErsonal Computers, which goes all the way down the line to little jr. Each family member […]

Changing how to change User involvement causes change to happen. This catalyst should be applied early and repeated regularly. Immediately after approving a major company project, explain to everyone why [...]