bluuebunny/crossref_metadata_2025 huggingface dataset:
Meeting the Human Resource Challenges of JIT through
Management Development
Authors: Helms Marilyn M. , Thibadoux Greg M. , Haynes Paula J. , Pauley Patricia
Published: September 2004

In a three‐year study of a firm undergoing major technical changes,
the factors related to successful implementation of a JIT programme were
determined. These factors could all be categorised as human relations or
organisational behaviour issues and included: (1) communication skills,
(2) management commitment, (3) worker commitment, and (4) appropriate
performance evaluation goals. No technical factors were rated as most
important to programme success. Management development training
programmes that would enhance these key success factors were then
identified. Training and development should include a comprehensive
pilot programme, a series of initial pre‐implementation sessions, and
ongoing training. The content of these sessions is discussed. Management
development practitioners must recognise these behavioural needs since a
behavioural focus for such technological changes is important and the
engineering focus alone is not enough for the successful implementation
of such major changes in an organisation.
Changing Trends in MBA Education in Australia
Authors: Hubbard Graham
Published: September 2004

The forces driving change in MBA education in Australia are
analysed and the resulting changes that are occurring are described.
Reduced government funding, the emerging globalisation of the market and
increased institutional flexibility are leading to a wider choice of
providers and course types. Choices regarding course length,
teaching/learning methodologies, full or part‐time courses, content and
costs are discussed. The potential emergence of a project‐based MBA
market for corporate clients is also considered through examination of
the MBA (Mt Eliza) course.
Management Development for the Year 2000
Authors: Hunt John W.
Published: September 2004

As a result of the many changes which have taken place in the field
of management development since the 1960s, a scenario presenting the
probable appearance of the discipline in the year 2000 is presented,
with evidence from the past and present to support it.
The Organisation of IT Functions in the 1990s: A Managerial
Perspective
Authors: Tavakolian H.
Published: September 2004

What is the underlying trend in IT structures? Why have individual
businesses taken different stands with regard to their IT structures?
There has been an ongoing debate concerning these questions with limited
resolution. The issues surrounding IT structures are analysed in order
to prepare managers to cope with the above two questions throughout the
1990s. Owing to the continuing progress in hardware and software
technology, decentralised IT structures will continue to become more
accessible and attractive in the 1990s. As a result, the users of IT
services will assume an increasing share of responsibilities for
producing their locally needed IT services. Generally speaking, the
responsibilities of central IT departments will continue to decrease
during the 1990s. Meanwhile owing to differences among businesses with
respect to their organisational context variables, individual businesses
will continue to subscribe to different IT structures ranging from
relatively centralised to relatively decentralised.
Managers′ Training Needs and Preferred Training Strategies
Authors: Tharenou Phyllis
Published: September 2004

The present project concerned the assessment of senior and middle
level managers′ training needs by self‐report questionnaire, and the
link between such identified needs and managers′ preferences for
training strategies. It was found that senior‐and middle‐level managers
rated the degree of training they needed as less than their supervisors
rated for their positions. Self‐reported training needs could be
described by an overall general management dimension, whereas managers′
preferred training strategies were separate and specific. Managers′
preferred training strategies and attitudes towards training were not
related to their training needs.
Management Training in Canadian Organisations
Authors: Loo Robert
Published: September 2004

Management training has gained much attention over the past decade
with developed countries spending billions of dollars each year in this
area. In order to examine management training, a mail survey was
conducted of 1,000 randomly selected Canadian organisations having at
least 500 employees. Results from the 225 responding organisations
yielded findings on management training policies, training needs
assessment procedures, training evaluation, and expected future
directions in management training among other findings. Overall,
Canadian organisations recognise the importance of management training;
however, there is a need for better identification of training
requirements and evaluation of training.
Mentors at Work
Authors: Wright Robert G. , Werther William B.
Published: September 2004

Practitioners and researchers agree on the importance of mentors,
even though the spontaneous creation of mentors and
protégés is little understood. The
mentor‐protégé creation process is addressed, and
the individual and organisational benefits, and the role of
protégés in the relationship, are discussed. Also
discussed is the need for mentoring and mentors, explaining how
informal, even chance encounters, can grow into strong relationships
that benefit both parties and their organisation. Special emphasis is
given to the protégé′s role and likely road‐blocks
to the formation of these important relationships.
The Changing Health Care Workplace: A Challenge for
Management Development
Authors: Metzger Norman
Published: September 2004

The case is forcibly stated for a new style of management focused
on the needs, expectations and participation of health care employees at
all levels. Only collaborative teamwork is seen to be appropriate to
developing the levels of effectiveness needed for those health care
organisations threatened by the current state of the sector.
Developing the Top Team to Meet Organisational Objectives
Authors: Mumford Alan
Published: September 2004

Little has been written about developing directors and even less
about how to integrate learning on a formal programme with learning
through work itself. New research on learning from experience is
reviewed and the four approaches which were found to have been used by
directors are described. Examples are given of programmes built on
structured work‐shops for directors of two major UK companies; how
working on real projects within such workshops can be integrated with
“normal” learning from experience is illustrated. Finally it
is shown how this form of devel‐opment improves organisational
performance.
Revisiting the Historical Use of the Assessment Centre in
Management Selection and Development
Authors: Munchus George , McArthur Barbara
Published: September 2004

The assessment centre method has received considerable historical
attention as an effective tool for management selection and development.
The method, originally developed by German psychologists, was used
extensively during World War II by the Office of Strategic Services.
Refinement of the method occurred at the American Telephone and
Telegraph Company during the mid‐1950s in the Management Progress Study
under the leadership of Dr Douglas W. Bray. The method found increased
acceptance due, in part, to court decisions finding it in compliance
with EEOC guidelines. The process used proposes to evaluate the relative
strength within an individual of up to ten personality traits using
exercises simulating job conditions and events. Studies performed years
after assessment show impressive figures regarding the method′s ability
to predict management success. Continuing research has shown a use for
this method at all levels within an organisation.
Humour in University and Corporate Training: A Comparison
of Trainer Perceptions
Authors: Kaupins Gundars E.
Published: September 2004

This article compares the humour used in university and corporate
training programmes and discusses survey implications. Based on a survey
of 183 university business professors and 243 corporate trainers, both
groups were found to use similar types of humour (e.g. short stories,
exaggeration), have similar reasons for using humour (e.g. help trainees
relax, keep training interesting), and use humour in similar settings
(e.g. humour occurs in lectures most often). Based on survey results and
a literature review, both groups should consider making their humour
understandable, non‐coercive, and relevant to the training situation.
University and corporate trainers should also listen to what types of
humour can be students like. Practising humour can be a way to gain
these humour skills.
Making Management Development Relevant with Simulations
Authors: McDonald Mike , Keys Bernard , Catroppa Frank , Patton Norma
Published: September 2004

US National Park Service personnel are resistant to training
programmes derived from business and industry. The circumstances leading
to development of a customised training programme are described –
in particular the development and presentation of a simulation which was
a key feature.
The Challenges of Management Development in Sub‐Saharan Africa
Authors: Kiggundu Moses N.
Published: September 2004

The management development specialist, local or international, must understand Africa′s historical background in order to contribute effectively to the continent′s current management development needs. Important elements of management development in pre‐colonial Africa, from which lessons can be learned for present and future management development programmes, are outlined. The impact of the colonial period on institutional and management development, and the need to draw on local resources and indigenous knowledge systems for designing and implementing these programmes, is discussed. The institutional infrastructure commonly used for management development in Africa is outlined and the objectives, challenges and opportunities of national and regional institutes are discussed. Finally, practical guidelines for solicitation, design, implementation, and evaluation of management development programmes in Africa are provided.
Organisational Downsizing in Hospitals: Considerations for
Management Development
Authors: Osborne Kilpatrick Anne , Johnson James A. , Jones Jacquelyn K.
Published: September 2004

The problems facing hospitals are outlined as they attempt to
survive in a turbulent environment. One solution to coping with
organisational crisis is downsizing. However, there are often negative
effects on human resources when an organisation conducts a reduction in
force. In this article, a model of the stages of individual and
organisational crisis is described; considerations for planning the
downsizing process are identified; and suggestions for management
development are presented.
Flying against the Wind? Culture and Management Development
in South East Asia
Authors: Richards David
Published: September 2004

The relationship between culture and management development in the
South East Asian state of Brunei is examined. The natures of cultural
and organisational values in Brunei are found to be similar to those of
other countries in the region. Brunei′s cultural orientations are shown
to cause problems in the introduction of change, especially towards more
collaborative behaviour. Modifications to values and attitudes, through
training and development, and possibly also the redesign of
organisations, are seen as remedies.
Developing a Global Business Strategy Vision for the Next
Decade and Beyond
Authors: Chan Peng S. , Justis Robert T.
Published: September 2004

With managers anxious to develop competitive advantages with new
global allies, and with manufacturers moving offshore in search of lower
costs and foreign scale economies, it is important to develop an
international business strategy vision to cope with a rapidly developing
global economy. This article reviews strategy development and highlights
the need for a new strategy vision for tomorrow. Implications for
management development are discussed.
Developing Managers: A Case Study in Laying the Groundwork
Authors: Connor Patrick E.
Published: September 2004

“Natural” and “managed” management
development are contrasted, with the latter guiding the attempt by a
large North American financial service to answer the question,
“What can we do to develop our managers most effectively?”
In‐depth interviews with a stratified sample of managers produced strong
suggestions about what is being done well, what is being done poorly,
and what needs to be done. Representative responses are presented
together with the recommendations and conclusions they engender for this
company and others.
Enhancing Graduate Business School Programmes
Authors: Bartz David E. , Calabrese Raymond L.
Published: September 2004

During the 1980s, much criticism surfaced regarding the need for
managers and executives to be more effectively prepared for their roles
and responsibilities. Graduate business schools were identified as one
source which needed to improve because a business degree often
represents a significant part of managers′ and executives′ preparation.
In addition to reviewing content, graduate business schools need to
improve the methods used to deliver content. Specifically, they need to
incorporate successful methods used in private and governmental
organisations to train and develop managers. These methods include role
play, case method, in‐basket technique, games, computer based training,
learning contracts, assessment centres, shadowing, structured
self‐assessment and mentoring.
Management Development and Change in a Demanding Health
Care Environment
Authors: Johnson James A. , Wayne Boss R.
Published: September 2004

The problems facing many US health care organisations may prove
critical for survival for many of them. The article outlines the nature
of the problems: increased patient demands, tensions among personnel,
technological innovation, cost‐conscious purchasers of care, the need to
improve cost‐efficiency, and barriers to change within organisations.
This last presents a number of problems that may often seem intractable
and are peculiar to this type of organisation. This is discussed.
Integrating Newly Hired Executives into the Organisation
Authors: Burdett John O.
Published: September 2004

Managers and executives joining an organisation represent a
significant investment, yet few organisations have developed processes
that help an executive move successfully into the new role. Why
allocating resources to integrating a newly hired executive is
imperative is explored, together with key steps in the integration
process; and a series of critical questions on which newly hired
executives should reflect. Also a comprehensive model of the executive
integration process is outlined. The latter covers the three basic
stages in the integration: reality testing; building rapport; and
defining success, as well as the critical constituencies; boss, team,
organ‐isation, and wider community. The author′s experience of working
with senior executives, initially as a consultant and currently as Vice
President, Management Development, for the Lawson Mardon Group, a
billion‐dollar international printing and packaging conglomerate based
in Toronto, Canada is also drawn upon.
Management in the 1990s?
Authors: Zilbert Edward R.
Published: September 2004

Theories of Management expressed by the business schools are
critically reviewed. The need change is seen to be urgent; Mechanistic
models of human behaviour are no longer adequate. The author offers his
own “eclectic” theory which recognises human complexity as
opposed to categorisation of human types; replaces goals and demands by
hopes and expectations; adopts a long‐range view. It is predicted that
in the 1990s competition will be all persuasive, R & D will be more
important, and workers will be more involved with decisions.
Co‐operation in the Development of Public Sector Management
Skills: The SIDA Experience
Authors: Johnston Anton , Dyrssen Hallgerd
Published: September 2004

The Swedish International Development Authority (SIDA) has
increasingly come to prioritise the provision of support to the
development of public administration and public management in the Third
World countries with which it co‐operates. This article by two of SIDA′s
officials responsible for such support looks into issues which need to
be taken into account when an international agency tries to provide
support to improving public sector management. It considers the problems
of institutional training and on‐the‐job training of managers, and
proposes the conclusion that SIDA has drawn: that improving management
has to be done through developing training institutions which also have
a research and consultancy profile.
The Changing Paradigm for Executive Development
Authors: Vicere Albert A.
Published: September 2004

The growing emphasis on learning as a force for building
organisational competitiveness is causing a major shift in how companies
cultivate and develop executive talent. This shift is so pronounced as
to be called a paradigm change, the elements of which are described. The
emerging “new paradigm” for executive development holds
great promise as a tool for crafting both individual and organisational
effectiveness.
Development Centres: Guidelines for Decision Makers
Authors: Goodge Peter
Published: September 2004

At a time when many Development Centres do not run as well as they
should, strategic advice is provided on the core process of all Centres:
assessment, counselling and development planning. Each of these
processes is covered in depth and, throughout, the experience of major
companies such as Philips and Pilkington is drawn on to support and
illustrate its points. The bigger issues, those which have major impacts
on the effectiveness of the Centres, are the focus of the article; in
many ways important new standards are set for companies using Centres.
Are Today′s Executives Meeting with Success?
Authors: Green Walter A. , Lazarus Harold
Published: September 2004

Meetings called/attended by US business people in the course of
their duties are examined in the light of: time spent, productiveness or
otherwise, theoretical and actual productiveness, functional group
differences, comparison of male and female attitudes, comparative
weakness of finance groups in achieving productive meetings, the need
for training to inculcate meeting skills, the cost in wasted money of
ineffective meetings, the correlation between managing meetings and
personal advancement/self‐perception, the need for subordinates, not
just managers, to learn meeting skills. The implications of these
factors are seen to be that meetings are important to any organisation;
managed effectively, they increase productivity and, managed poorly,
they cost American business a fortune.
Strategic Leadership: Concepts, Skills, Style and Process
Authors: Stumpf Stephen A. , Mullen Thomas P.
Published: September 2004

Based on personal observations of several thousand managers, in
both business and simulated business settings, four elements are
identified that are frequently associated with leadership effectiveness.
These elements are: (1) consistently and routinely applying a small
number of key concepts, (2) developing skill at thinking and acting
strategically, (3) taking advantage of knowing one′s personal style and
its impact on others, (4) understanding the non‐linear and iterative
nature of strategic management processes. These four elements ‐concepts,
skills, personal style, and process – had the most impact on the
organisations run by the managers in our study when the elements had
been developed in proportion to each other. Too strong a focus on an
element, or a noticeable lack of ability with respect to an element, was
counterproductive.
Understanding Managerial Values and Behaviour among the Gang of Four: South Korea, Taiwan, Singapore and Hong Kong
Authors: Oh Tai K.
Published: September 2004

The article presents an analytical discussion of the role of traditional religious and social philosophies in the conduct of business and management relationships in South Korea, Taiwan, Singapore and Hong Kong. Recommendations are made as to how Westerners can use this knowledge to improve business relations with companies in these countries.
UNDP′s Management Development Programme
Authors: Palmlund Thord
Published: September 2004

The UNDP governing council established the Management Development
Programme (MDP) in 1988 with a facility of $60 million. The
objective of the MDP is to assist developing countries in improving
their public sectors by enhancing their governments′ management
capabilities. The programme is open to all countries wishing to
participate and it is the role of the MDP to help governments to develop
comprehensive programmes aimed at strengthening public sector management
on a long‐term basis. By the beginning of June 1990, more than 70
countries had requested support from the MDP and the interest continues
to be considerable. In the field of public sector management
improvement, MDP activities promote the programme approach in
development co‐operation recommended by the UN General Assembly in its
now famous Resolution 44/211.
The Case Group: Setting up a Case Programme in Management
Development
Authors: Pullen John W.
Published: September 2004

The development of a case programme in the Canadian Centre for
Management Development, a new institution mandated to help strengthen
the Canadian public service, is examined. The programme marked the first
formal and extensive use of this type of development in government.
Building it taught some important lessons: for example, producing
bilingual editions of cases was more difficult than writing them. The
major challenges were quickly to create and operate the technologies of
case writing and production, establish an initial inventory of top
quality cases, and obtain institutional support for the case method. The
first two were fairly easy to do, but the latter has been only partly
successful. Work is continuing on driving the roots of the case method
deeply into the institution.
Arthur Andersen: Training for Global IMPACT
Authors: Fulmer William E.
Published: September 2004

The training programme organised by Arthur Andersen is described,
which was designed to bring together and train together those personnel
from their offices worldwide, who were engaged on the management
consulting side of the business. The course was seen to be a success,
particularly with respect to the global team‐building goal.
The Keys to Successful Management Development in the 1990s
Authors: Ames Michael , Heide Dorothy
Published: September 2004

Europe in 1992 will have a different environment. To remain
competitive firms will need to have improved their internal
organisation. The relationships between three organisational variables
– task design, work flow and people – and technical
complexity are discussed. The Japanese team‐centred approach to these
three variables is compared with the traditional, manager‐centred
approach. Management development professionals are introduced to a
team‐centred approach to improvement, i.e. the technology of
improvement. They are also shown how they can assist their firms in
achieving the team approach through the process of co‐operative
learning. Co‐operative, competitive and individual learning models are
compared and management development professionals′ responsibilities are
presented.
The Evolution of Management Education and Development in Latin America
Authors: Davila Carlos
Published: September 2004

Formal management education and development in Latin America is a
relatively recent phenomenon. Its present nature, and its evolution over
the past 30 years in a number of Latin American countries, is examined.
The issues are set, first, within the broader context of
underdevelopment in Latin America. Second, the origins of management
education and development are then analysed in terms of their
relationship with the education and development of professionals in
general. Third, possible links are explored between management education
and the transition in Latin America from traditional to modern
societies. This is followed, by a discussion of the foundation of a
number of important Latin American business schools in the 1960s.
Finally, the article speculates about the future of management education
and development in the region.
Management Development and Succession Planning: Lessons for
Health Service Organisations
Authors: Hernandez S. Robert , Carter Haddock Cynthia , Behrendt William M. , Klein Walter F.
Published: September 2004

In this article a definition of “succession planning”
is given, outlining the potential benefits and problems of implementing
a succession‐planning programme in a health service organisation, and
factors critical for the success of such a programme are discussed. A
case study is presented of one large health service organisation which
recently implemented a succession‐planning programme. In this case
study, a brief overview is given of the organisational setting, the
philosophy and objectives of the programme are outlined and the
programme′s implementation and early outcomes are described.
Management Development and Training Programmes in Japanese Firms
Authors: Neelankavil James P.
Published: September 2004

Focuses on the training practices of Japanese firms and explains, in part, some of the phenomenal successes of their global and domestic operations. Relevant information was gathered by a survey questionnaire from 110 Japanese managers working in Japan (in ten manufacturing and ten service companies). It appears that Japanese firms pay considerable attention to the training of managers. Training is used not only to improve function skills but also to prepare the managers for future assignments. In addition, training is viewed by the Japanese as a means to improve work and to improve retention of managers.
Measuring Management Training: Two New Instruments
Authors: Newman Sheila , Milne Derek
Published: September 2004

Seeks to enhance the measurement of training; describes the
development of psychometrically sound and practical measures to assess
outcomes relating to in‐service management training within a National
Health Service District. Develops legitimate measurement tools and
demonstrates the positive effects of two specific programmes in relation
to behavioural change and participant satisfaction. Further work is
required to establish how to monitor the effects of the action learning
process in terms of cognitive development.
Developing Self‐managing Teams: Structure and Performance
Authors: Salem Mahmoud , Lazarus Harold , Cullen Joseph
Published: September 2004

Firms around the world are facing an ever‐increasing array of
employee‐related problems, such as decreasing productivity, faltering
quality of products, persistent absenteeism, worker dissatisfaction, and
high levels of turnover. Exacerbating this situation, there is a
worldwide recession and explosive geopolitical developments, which have
led to great uncertainties in world markets. For many organizations, the
need to respond effectively to these problems is of paramount
importance, as their economic viability hangs in the balance. To deal
with the challenges of today′s global environment and to stay
competitive in the world marketplace, organizations need to look beyond
the sphere of traditional directive management and the limited
application of participative management. One concept, which is showing
particular promise in this regard as a comprehensive solution, is that
of self‐managing teams (SMTs). Explores the essence of this concept, the
unique role which it assigns to management, some of its drawbacks and
benefits. Also suggests some critical requirements for successful
implementation.
Using Cases in Management Development Programmes
Authors: Fulmer William E.
Published: September 2004

Good management cases describe real‐world situations faced by
managers. Explains the case methods course as an instrument in
management education and training which provides participants with the
opportunity to develop analytical, decision‐making and communications
skills. Suggests that, as the group is acknowledged to be an effective
vehicle for case discussion, the ability to listen and, especially, to
disagree is a sine qua non.
Management Education for the Hungarian Transition
Authors: Vecsenyi János
Published: September 2004

Hungarian management schools face fierce competition and declining
interest in management training. By the beginning of the 1990s two main
categories have emerged in management education – management
development courses and complex degree programmes, such as the
International Management Center′s Young Manager Program (started in
1989), and distance learning provided by Open Business Schools which are
somewhat new in Hungary. However, these programmes are not without
tradition in the country. Experience with degree programmes shows that
part‐time programmes are more popular than full‐time. MBA students need
more help for readjustment and would like to have a degree with a
reputation. Management development courses are expected to be short in
time, very pragmatic and entertaining.
Lessons of the US Business Schools for Hungary: A Comparison
Authors: Czakó Erzsébet
Published: September 2004

Discusses changes in management practice and its educational base
in Central and Eastern Europe as moves are made from the centrally
planned economy to a market one. The business school system is seen as
an attractive pattern to follow in Hungarian business and management
education at university level. Answers the question of how this is
possible by looking to comparisons between US business and management
education and the Hungarian system for the practical solutions that are
required by the Hungarian economy in transition.
Past, Present and Future Management Development in the
Former Republics of Yugoslavia
Authors: Purg Danica
Published: September 2004

Addresses the state of management development, and particularly
management education, in the former republics of Yugoslavia. Describes
the special economic and political history of Yugoslavia over the last
45 years, distinguishing it from other Central and East European
countries. Places management development in the context of human
resource management practices, leading to an identification of missing
ingredients for the development of sound professional leadership in the
country. Surveys nearly 20 institutions in the former republics of
Yugoslavia in terms of present major orientation to MBA or executive
education, faculty make‐up, and other main policies. Concludes with a
look to the future and recommendations about the next steps that are
needed
Business Ethics: Tell the Truth
Authors: Howard Ronald A.
Published: September 2004

Business ethics, like other ethics, is usefully discussed by
distinguishing prudential from legal from ethical actions. Prudential
actions are those of simple self‐interest; legal actions are those not
forbidden by the system for the use of force in society; ethical actions
are those which you consider to be right. While ethics about physically
not hurting people or not stealing from them are fundamental, most
business ethics issues encountered revolve around truth telling. The
ethic of not lying is insufficient: it still permits leaving false
impressions, whether deliberate or not. A stronger, more satisfying
ethic is “tell the truth”: fully inform the person with whom
you are dealing. Truth telling is hard work for, often, we must learn
the truth for ourselves before we can tell it to others. Truth telling
may or may not lead to higher profits, but it will lead to a life
without ethical remorse.
Integrating Ethics into the Business School Curriculum
Authors: Snoeyenbos Milton H.
Published: September 2004

To justify fully the inclusion of a business ethics course in the
business school curriculum, it is necessary that the course achieve four
goals. Yet two of these goals are not even addressed in the business
ethics texts used today in business ethics courses. The other two goals
are addressed in business ethics texts, and research indicates these
goals are achievable. The best way to realize these attainable goals is
to incorporate the teaching of ethics into regular business courses.
Training on Ethics: Cummins Engine Company
Authors: Nelson Ronald
Published: September 2004

Discusses the author′s experiences of working for the Cummins
Engine Company and stresses his involvement in various models and
setting up of training programmes on ethics. Stresses the fact that
Cummins is acknowledged as a leader in ethical business management and
its use of a continuous programme to provide managers with the tools to
resolve business ethics. Reviews the models and frameworks used in the
programme, which include an ethical standards table, and concludes by
identifying issues and concerns which face managers.
Integrating Ethics into Organizational Networks
Authors: Schmidt David P.
Published: September 2004

The transformation of companies into post‐bureaucratic forms of organization, such as networks, raises new implementation challenges for ethics in business. To address how to integrate ethics into network‐based companies, describes the implementation of an ethics programme in a banking institution. Shows how communication problems and the resolution of interpersonal conflicts present important ethical challenges to networks. Presents two overlooked resources in ethical theory – narrative and casuistry – as helpful tools for meeting these challenges and for integrating ethics into networks.
Business Ethics Is an Inside Job
Authors: Johnson Philip
Published: September 2004

Many managers claim that it is impossible to act ethically in
today′s business climate. Argues that, although it is very easy to be
cynical, it is indeed possible to operate ethically in business. Drawing
from the author′s experiences in his leadership consulting practice with
CEOs and company presidents, and their executive teams, helping them to
create the future of their companies and monitor strategies to reach
their new destination, describes how ethical leaders lead from within.
These extraordinary leaders have a keen sense of their own inner being
which gives them the confidence to lead from the inside out. They lead
with values, vision, courage and integrity. For them, business ethics is
clearly an inside job.
Social Responsibilities of Corporate Managers in an
International Context
Authors: Wykle Lucinda
Published: September 2004

In a growing atmosphere of mistrust of many transnational
corporations, there is a recognized need for holding them accountable.
The world community has often been betrayed by corporations which make
decisions affecting the lives of many, but concentrate the power of
decision making in the hands of a few individuals. Those whose lives are
affected by these decisions are seldom consulted, and have sometimes met
with disastrous results. There is a need for restructuring the
decision‐making process of transnational corporations. Decision‐making
must become more decentralized and democratic. Governments and local
communities must be actively included in this process where it concerns
the public welfare in order to balance the profit motive of business
with human needs and interests. Corporate managers are judged too
heavily on criteria which hinge on profit margins and are often forced
to compromise their better judgement by the severely hierarchical
corporate structure. Corporate management needs to adopt new performance
criteria in order to be more responsible towards the public which it is
supposed to serve.
Strategic Human Resource Management for the Integration of
Foreign Acquisitions
Authors: Gerpott Torsten J. , Bloch Brian
Published: September 2004

More and more firms view the acquisition of foreign firms as an
important component of their internationalization strategy. An important
but frequently overlooked condition for the successful implementation of
such a strategy is the consistent and appropriate integration of human
resource management into the overall internationalization strategy
(global, multilocal, hybrid). Offers guidelines on the significance and
contents of human resource management practices in this context. The
emphasis is on the strategically appropriate integration of the target
organization with the acquiring corporation.
Needs Analysis Theory and the Effectiveness of Large‐scale
Government‐sponsored Training Programmes: A Case Study
Authors: Wright Phillip C. , Geroy Gary D.
Published: September 2004

Reports on a study of current and past training literature which
suggests that, to be effective and to isolate both training needs and
those problems having other, non‐trainable solutions, training must be
preceded by a needs analysis. Proposes a needs assessment model to
illustrate an optimum needs assessment process, and compares this model
with the Ontario Government′s “Ontario Skill” (OS)
programme, a multi‐million dollar, provincially‐funded training scheme.
If, as the literature suggests, needs assessment must preclude training,
then it is likely that OS monies are being wasted, as under the current
administrative system it is virtually impossible to conduct in‐depth
assessments. Suggests ways in which needs assessment can be improved, by
shifting the burden from the Government′s consultants onto
specially‐trained employer representatives. It is felt that such a shift
would enable sufficient time to be spent on the thousands of needs
assessments conducted every year under the auspices of this massive
training initiative. The methodology suggested here would be applicable
to any large‐scale provincial or state‐run industrial training
programme.
Paradoxical Country – Management Education in Poland
Authors: Kwiatkowski Stefan , Koźmiński Andrzej K.
Published: September 2004

Management education in Poland is doing much better than the Polish
economy. Centres of excellence are slowly being formed, and there are
signs of hope that the whole educational system might act as an
important agent of managerial and entrepreneurial change. All existing
and stillnewly forming Polish schools of business share some common
characteristics: market orientation, use of non‐conventional methods of
instruction, reliance on some forms of foreign assistance, a higher
level of autonomy than in traditional academic institutions.
Indisputable initial success should not be taken, however, as an
indication of the maturityof the Polish management education system. The
most severe obstacles it encounters are those imposed by a seriously
ailing economy. Without a real transformation of the Polish economy a
viable system of management education cannot exist, as its efficiency
cannot be meaningfully verified.
Management Education in Romania
Authors: Nicolescu Ovidiu
Published: September 2004

Reports on the current level of management training in Romania,
pointing to some of its inadequacies and suggesting ways these can be
overcome. Suggests, particularly, that more modern training techniques,
including computer simulation, are needed and that the West′s support in
this is vital. Describes the different training institutions currently
operating in the country, drawing particular attention to the appearance
of private management training bodies. Emphasizes the importance of
management, and adequate management training for the country′s future
economic development within a market economy.
Integrating Self‐directed Teams into the Management
Development Curriculum
Authors: Mullen Thomas P.
Published: September 2004

Self‐directed work teams are playing an increasingly important role
in companies around the world. In many respects they represent a
fundamentally different way of conducting business at every level in the
organization. Management development departments have the potential to
take a leading role in introducing and fostering attitudes and skills
necessary to be successful in this effort. They can do this by reframing
their use of existing experiential activities. In the process, they can
more fully harvest the participant′s time at the programme and create a
teamwork signature for the management development curriculum.
Applying an Experiential Learning Styles Framework to
Management and Professional Development
Authors: White Judith A.
Published: September 2004

Summarizes the findings and observations from managerial and
professional development workshops with managers, physicians, educators,
and social workers where a theory of experiential learning was applied
in workshop design and content, along with the Learning Styles
Inventory. In a follow‐up study of some of the workshops, participants
reported an increase in self‐understanding and appreciation of their own
and their colleagues′ learning styles and a valuing of the differences
and integration of all four learning styles. Some reported an
improvement in their working relationships between peers, supervisees,
managers, and clients.
Developing Strategic Leadership: The US Army War College
Experience
Authors: Barber Herbert F.
Published: September 2004

Discusses US Army War College approach to including Strategic
Leadership in its curriculum. Key aspects emerged from a preliminary,
widely based conference: the environment in which a leader must
function; their tasks; the competences they require. These are analysed.
Competences are subdivided into personal characteristics (robustness,
tolerance of uncertainty, willingness to reopen decisions, viewing
mistakes as new information), frames of reference (to be wide), and
specific capabilities (complex cognitive skills, persuasiveness, lateral
networking). Compares effectiveness of academic with on‐the‐job
learning, looks at learning methodologies and curriculum design issues,
and the importance of practitioner mentoring.
Fostering Strategic Change in a Function through Executive
Education: The Case of Purchasing
Authors: Freeman Virginia T. , Cavinato Joseph L.
Published: September 2004

Describes the role of an executive education programme in fostering
change in traditionally passive business functions. The objective is to
move the function from its traditional stance to that of a
strategically‐oriented contributor to the competitive advantage of the
firm. To be successful, the programme content and process must be
grounded in detailed knowledge of the function, provide an understanding
of the role of the function in the overall organization, foster
acceptance of the need for change, and aid in the development of
strategies to achieve the required new role. The authors use purchasing
as the case study to illustrate the framework.
The Strategic Management of Health Services
Authors: Perkins David
Published: September 2004

Looks at how a regional health authority is setting about
development of high quality managers through partnership with a small
graduate business school in creating a new MBA (focused on health
service needs) alongside existing programmes that will allow breadth of
contact between students from different sectors.
Management Development at Siemens Electronics: Hitting a
Moving Target
Authors: Goodwin Jack S. , Fulmer Robert M.
Published: September 2004

Discusses how an in‐progress management development programme
became the vehicle of a “cultural revolution” after
acquisition by another company and helped to consolidate the new
combined enterprise because of its timely and fortuitous emphasis on
team building. Gives details of subsequent development of
“Critical Care Management Programs” anchored in a strategic
computerized simulation.
Building Transnational Partnerships in Executive Learning
through Applied Research
Authors: Ready Douglas A.
Published: September 2004

A rapidly changing environment requires new thinking by strategic
leadership – intangible competences must be cultivated. Suggests
this is best approached through partnership between universities and
corporations in the design of applied management research projects.
Describes the creation of the International Consortium for Executive
Development Research with this end in mind.
Nine Management Development Challenges for the 1990s
Authors: Fulmer Robert M.
Published: September 2004

Identifies and discusses nine issues the author believes will
dominate management development programmes in the immediate future:
learning (including “maintenance learning”, “shock
learning” and “anticipatory learning”); the power of
teams; time as a competitive weapon; dramatic leadership; globalization
and transnationalization; flexibility and resilience; customer
responsiveness, service or quality; technology and information systems;
and systems thinking. Concludes by pointing out that while these themes
should not be included in management development programmes simply
because they are popular, few become popular without meeting an
important need.
The Rankings of International Business Programmes in China
Authors: Siu Wai‐sum
Published: September 2004

Reports how Chinese international business educators perceive the
relative quality of Chinese foreign trade programmes. The rankings and
evaluative criteria adopted indicate that Chinese international business
educators consider more on the inputs to the programme (e.g. number of
professors) while output characteristics (e.g. competence of graduates)
receive less attention. The evidence presented indicates that
international business education in China is still at a growth stage and
further development is necessary and desirable. Chinese international
business educators should seriously consider shifting the current
vocational training direction to a decision‐making orientation in their
course planning and curriculum development.
The Strategic Design of Cross‐cultural Training Programmes
Authors: Chi‐sum Li Laubie
Published: September 2004

Suggests that the lack of attention given to pre‐departure for
managers selected for overseas assignments is due to the isolation of
human resource management (HRM) functions from corporate strategy (CS).
Develops a framework for determining the appropriate approaches to and
methods of cross‐cultural training according to the degree of HRM‐CS
integration in the multinational company (MNC). Using this framework as
the backdrop formulates four propositions for the design of
cross‐cultural training activities, based on behavioural‐experiential,
cognitive and affective methods. Concludes that the validity of the four
propositions should be tested through field research, and that the
framework be used by HRD practitioners as an interim tool to determine
appropriate cross‐cultural training methods in MNCs.
Perspectives on Management Development in New Zealand
Companies
Authors: Hamilton Robert T. , Dakin Stephen R. , Loney Ronald P.
Published: September 2004

Survey evidence is used to identify the perceptions of management
development held by operating managers and corporate human resource
managers in New Zealand companies. The results show that global business
changes have affected New Zealand managers in significant ways and that,
in response, companies are turning increasingly to in‐house development
targeted at middle and supervisory level managers. Operating managers
reveal that they have been unprepared for some of the consequences of
the recent deregulation of the economy. There are useful suggestions for
management developers, in particular with regard to the content and
delivery of management education.
A Simulation for Teaching Skills Relating to Organizational
Self‐renewal
Authors: Lyles Marjorie A. , Near Janet P. , Enz Cathy A.
Published: September 2004

Describes a simulation that provides an alternative method for
teaching managers about the organizational renewal process and about the
skills which are necessary to effect change in organizations. The
simulation is based on theories about change, diffusion of innovations,
and power and influence. It gives the participants a way of being
involved in creating change which offers insights into their own
capabilities and understanding of the change process.