bluuebunny/crossref_metadata_2025 huggingface dataset:
Teaching Small Business Management in the UK Part I
Authors: Birley Sue , Gibb Allan
Published: March 2008

This article provides an overview of the changing pattern of education and training for small business in the UK (in so far as such training is carried out in the education sector). The article is divided into two parts. Part I provides an overview of the key factors influencing training provision in the UK, in particular the growth of official policies of support for small firms development. It then reviews the overall needs that might be met by programmes for small business and postulates a model based on the career cycle for consideration of teaching and training opportunities. Part II, to be published later, surveys the management problems that the education sector faces in coming to terms with small business and discusses how these might be overcome. The evidence for this is based on a 1982 survey of teachers who have attended the UK Small Business Management Teachers Programme. This programme, which has been operating since 1977, is presently run by a consortium of Trent Polytechnic, Central London Polytechnic, London Business School and Durham University Business School. The programme aims to encourage the systematic development of the response of the education sector in the UK to the needs of the smaller business.
Training and Development for Developing Countries
Authors: Murrell Kenneth L.
Published: March 2008

Importance of Training and Development, Few would disagree that one of the most critical challenges facing the Third World is the training and development of its people. This challenge is being faced daily by thousands of training professionals in all parts of the developing world; in addition consultants from the West and from the developing countries are struggling with the questions of what kind of training and how much is appropriate in each situation.
The Training Audit
Authors: Buckley Roger , Caple Jim
Published: March 2008

Company training is usually initiated in response to the emergence of two kinds of training need; one may be termed reactive and the other proactive. The former arises out of an immediate and urgent on‐job production or productivity shortfall for which a behavioural cause has been identified and separated from other causal factors. In contrast, proactive training may be closely associated with an organisation's corporate strategy and manpower plan. It is very much future oriented and comes about because of anticipated technical developments and/or predicted changes in the general economic and business climate, or through results of management development and personal replacement actions and policies.
Patterns and Paradoxes of Trainers' Careers: The Implications for the Influence of Training
Authors: Davies Julia
Published: March 2008

Why be bothered with trainers' careers — especially now when training departments are under stress and may have been severely truncated? “What career?” many trainers remark, “we are lucky if we continue to exist as a department.” As I will try and point out, these present problems are not unrelated to a long‐term neglect of trainers' career development.
Export Marketing — A New Form of Management Training and Development
Authors: Willis Michael , Mullen David
Published: March 2008

The aim of this article is to describe the development, launch, implementation and evaluation of a pilot training and development programme designed to improve the export marketing performance of smaller and medium‐sized concerns. The Management Extension Programme — Exports (MEX) was conceived by staff at Durham University Business School as part of their remit to the Manpower Services Commission to initiate new programmes based on the Management Extension approach. The idea of providing growing organisations with extra management resources has been tried and tested in a number of UK universities with Manpower Services Commission support.
Training in the UK: Down But Not Out
Authors: Mackay Lesley , Torrington Derek
Published: March 2008

To make any sound recovery from the present economic recession, Britain will need a skilled and well‐qualified work force. This is the gospel preached by the Government, trade unions, the CBI, IPM, BIM, economic analysts and commentators There is no such unanimity on the question of who should provide the training that is required, but a variety of reports have commented on the poor practices of many employers in the training and education of their work forces.
Developing Community Enterprise Managers
Authors: Loewenthal Del
Published: March 2008

Community enterprises require organisation and thus require people with the skills to initiate and maintain them. Through describing the provision of the first national qualification in community enterprise management, this article explores some of the similarities and differences between community enterprises and other forms of management. It is suggested that community enterprise managers require their own learning environment. Broadly, it is claimed that problem‐based, student‐centred learning methods, when utilised specifically for community entrepreneurs, can allow for different individual and group development of managerial expertise. However, there can be difficulties between the language of management and the values and purpose of some of these “enterprises”.
Training for Change: A Case Study of the Trainer's Role
Authors: Walton Michael
Published: March 2008

The purpose of this article is to consider a training and development case study involving external advisors as training consultants in the development of a new management structure in a UK mental handicap unit. This study provided a number of perspectives on the role of training and development consultants in helping “planning for change” activities.
CENTRES OF EXCELLENCE
Authors: Osborn P.W.
Published: March 2008

Since 1957, the Australian Administrative Staff College has been at the forefront in the preparation of senior and middle‐level managers for business and government within Australia and beyond. The quality of its programmes is reflected in the fact that it has attracted to the college nearly 8,000 managers, the great majority of whom now occupy positions of influence, not only in Australia but in many other countries.
TRAINING THE PROFESSIONALS
Authors: Collop John
Published: March 2008

The primary objective of the Institution of Industrial Managers (IIM) is to improve the professionalism and performance of managers in industry, thus, by implication, helping to improve and promote the efficiency and productivity of many widely differing organisations. There is no doubt that the objective is a bold one, and, as a broad statement, can suggest great benefit to both individuals and organisations. Yet, at the same time, it implies a reputation which the institution has to live up to. Consequently, in the present climate of world activity, trade, recession, technological advance and development, the objective must continue to stand up to increasing scrutiny, not only from British industry, but in the countries in which IIM is continuing to develop its management education and training programmes.
Equipment Training in the UK Catering Industry
Authors: Pine Ray
Published: March 2008

The UK catering industry has significant economic importance, creating employment for more than two million people and developing an annual turnover of around £14,000 million, much of which is earned from visitors to this country. Not only is the industry large, it is expanding to satisfy the greater and extremely variable demands being placed upon it.
A Multi‐media Training Package for Staff Appraisal: Part I
Authors: Bailey Diane , Parkinson Tony
Published: March 2008

Background Ministers have set the end of 1986 as a deadline for the introduction of a new Staff Appraisal system into the non‐industrial Civil Service. Nearly 600,000 people are affected by this change. The new arrangements, which many departments have already begun to feel the effects of, result from the work of the Reporting System Working Party and the Review of Personnel Work. This was an attempt to pull together the experiences of departments in operating the systems and to try to remedy some of the problem areas identified. These problems included.
Industrial Training in France (with Reference to the New Micro‐electronic Technology)
Authors: Cooper John
Published: March 2008

In the following article, a brief account of the French industrial training system is presented, to be followed by an outline of the changing industrial structure observed in the Saint‐Etienne area, with particular reference to the adoption of new technology in manufacturing systems and observations concerning the local industrial training structure which has emerged to facilitate such changes. Concluding remarks contrast the French situation regarding continuing training provision with the relative absence of such provision in Britain.
Men and Equality in Organisations: Training Strategies
Authors: Ruth Sean
Published: March 2008

Over the past number of years, organisations have undertaken a variety of strategies to promote equality for women. Training has featured as a prominent part of developments in this area, and under this heading there have been two main types of initiative. The first is training, specially for women, in areas such as assertiveness skills, personal awareness and career development. The aim has been to encourage women to seek opportunities in what were perhaps non‐traditional areas for them. The second initiative is training for managers, both female and male, to increase their awareness of, and responsiveness to, equality issues. These two types of training have formed the basis for much of the effort to promote equality in organisations.
Developing Superbosses
Authors: Freemantle David
Published: March 2008

The best boss I ever had would pop into see me around 8.00 am every morning to give me five minutes on any issue of mutual interest. Furthermore, he always seemed to be available despite the fact he was an incredibly busy man. I learnt a lot from him; things they never taught me on the stereotyped management training courses I had attended, things like how to give time to your people.
A New Multi‐media Training Package for Staff Appraisal, Part 2:
Authors: Bailey Diane , Parkinson Tony
Published: March 2008

In the first of this series of three articles, we explained the background to the changes in the Civil Service Staff Appraisal System, and the design we adopted for the training package. In addition, the results of the developmental testing of the package were discussed. The article ended at the point where we described how the results of the developmental testing affected the final package.
B‐CAP: A New Approach to Interpersonal Skills Development
Authors: Buchanan Dave , Huczynski Andrzej
Published: March 2008

The development of interpersonal skills continues to be a key area of management training. There is a need for managers at all levels to understand the importance of interpersonal relationships, and to be able to establish and develop constructive relationships that contribute significantly to organisational effectiveness. There is now a great deal of research and theory, from psychology and social psychology, on the nature of relationships in organisations. This has been translated in several ways into attempts to change the behaviour of managers. Many courses have tried to change attitudes and knowledge, and have given participants sound general guidelines about what they should do to improve human relations and the effective use of human resources in organisations.
A New Multi‐media Training Package for Staff Appraisal Part 3: Lessons Learned
Authors: Bailey Diane , Parkinson Tony
Published: March 2008

In the previous two articles, we explained the background, the steps in design and testing, and discussed in detail the components of the Staff Appraisal Training package and how it is being used in the Civil Service. In this, the last article, we go on to describe the lessons we learned during the life of this fascinating project and to make suggestions about how the material can be used by organisations outside the Civil Service.
Management Consultancy and Training for Professional Business Partnerships
Authors: Gray H.L.
Published: March 2008

This article arises from the author's experience of consulting with business partnerships and is an attempt to describe some of the most important considerations in such consultancy for both consultants and clients. Many consultancy contracts in this area tend to be open and ongoing in nature, and consultants will probably find that they are dealing with fundamental aspects and issues of management relationships — values, ethos and climate — from an early stage in their relationships with the client. Much of the work involved will be of a personal and intimate nature and a good deal of personal counselling will be required, as well as skill in company problem solving.
Centres of Excellence — New Zealand Programme for the Training of Trainers
Authors: Martin Colin
Published: March 2008

The School of Training for Trainers is a national programme for training managers, training advisers, training administrators, training officers and training consultants. It is a user‐pays institution, open to training professionals in the private and public sectors. As well as comprising a comprehensive, flexible, modular training programme, it is practical, skills based, and features action method as its basic methodology.
Industrial Relations Training for Managers
Authors: Oram Steve
Published: March 2008

The planning and formulation of a management training course on industrial relations presents the specialist with a problem. It has been previously well publicised that formal industrial relations policies are rarely, if ever, set out clearly and in writing. Moreover, the subject of industrial relations has also received publicity on the ambiguity which the subject contains and the lack of consensus on what industrial relations means. This contributes to the difficulty in establishing the content for an effective industrial relations training course, since corporate industrial relations goals are often unclear at the outset. This article examines one company's effort to establish a useful industrial relations course for its line managers who deal directly with trade union representatives.
SPECIAL REPORT
Authors: Franklin Jacob , Blacklock Arthur
Published: March 2008

Whatever might be the economic state of any country, investment in the education and training of its youth must take a high priority over competing demands for resources. Young people represent the future — their future and that of their children. They will be producing wealth, making the economy grow and managing its affairs. We need to invest in that future — now. Not to do so would be to abandon our responsibilities.
Instructional Systems Development: A Methodology for Vocational‐Technical Training
Authors: Campbell Clifton P.
Published: March 2008

The rapid introduction of new technology and the various needs for human resource development are changing the priorities for vocational and technical training. While the fundamental goals for training remain, emphasis is shifting from a focus on content delivery to a recognition of the importance of a systems approach. As a consequence, professionals involved with training are increasingly aware of the need for more rigour in the process by which training is developed, implemented and evaluated. The chief purpose of this monograph is to introduce training and other interested personnel to the Instructional Systems Development (ISD) approach. Collected in this one document is the essential information on the ISD process for the development and conduct of efficient and effective performance‐based training programmes. For those planning a new training programme, this logical and organised approach provides a road map. Furthermore, the procedural steps presented are useful when modifying and revising existing programmes. Instructional Systems Development methodology is presented in five phases: analyse, design, develop, implement and control.
Meeting a Need: The Younger Manager Programme at Sundridge Park
Authors: Smith Bryan
Published: March 2008

Born out of the need for building the right foundation early in one's managerial career, the Younger Manager Programme has now successfully completed its first year.
Training as a Major Factor in Japanese Economic Success
Authors: Saha Arunodaya
Published: March 2008

Much of the abundant literature seeking to explain Japanese economic success focuses on management practices. That certain managerial methods, unique to Japan, and having deep roots in indigenous culture, have been primarily responsible for the country's spectacular economic performance is generally acknowledged in the United States and Europe. It is also appreciated that most of these methods cannot be implemented in an alien environment. Training and its role in Japanese productivity and quality, however, has not received the attention it deserves. Yet, Japanese training practices may prove to be less culturebound as compared with other management tools and, consequently, more capable of being transferred to the Western socio‐cultural milieu.
Developing the High Flier — A Challenge for the Future
Authors: Handy Laurence
Published: March 2008

One of the biggest challenges facing European companies is the development and training of tomorrow's top managers — today's high fliers. The way in which those high fliers are developed and trained — particularly in the early stages of their careers — will be crucial for the future of European businesses.
DEVELOPING FACILITATOR SKILLS IN STAFF FUNCTIONS
Authors: Harrold Gwen , Maxon Jim , Berry Midi
Published: March 2008

Introduction As public and private organisations in all sectors undergo unprecedented change on many fronts, functional roles are changing too, and with them the skills required for effective performance. Administrative competence and technical specialism remain essential ingredients. Increasingly, however, “change‐agent” skills of facilitation are required of trainers, personnel and other management services, if they are to provide proactive direction and support for the achievement of business goals.
THE PHILLIPS ADVANCED MANAGEMENT PROGRAMME — CHANGING TO MEET THE TIMES
Authors: Wayne Smith H.
Published: March 2008

In 1977, the future seemed to hold few limits for energy companies. One problem that was anticipated, however, was an eventual shortage of trained, qualified employees; and perhaps in no area was this deficit expected to be more critical than in the ranks of executive‐level managers. Growth forecasts, plus demographic factors, indicated that over the following decade, new incumbents would be moved into high management positions at a much faster pace than ever before. Such rapid advancement would mean that managers would have relatively limited time for on‐the‐job development, and that maximum efficacy would be required of structured development activities. This situation prompted Phillips Petroleum to examine its programme of executive development.
FACILITATING ORGANISATIONAL COMMITMENT TO EVALUATION: IMPLICATIONS FROM NIGERIA
Authors: Akin‐Ogundeji Oladele
Published: March 2008

Introduction It is generally accepted in principle that the evaluation of training is a worthwhile thing to engage in. Yet, in practice, evaluation is often a neglected aspect of the training cycle in many organisations.
TRAINING THE INVISIBLE
Authors: Rhodes Jerry , Thame Sue
Published: March 2008

The stock‐in‐trade of trainers, and we include ourselves, are the conceptual models, frameworks and structures we use for teaching, coaching and counselling. The models that trainers use have their equivalents in the architect's scale drawings, the management services systems, the fashion designer's sketches, the engineer's blue‐prints, the copy‐writer's mock‐ups. Manufacturing is fast realising that the better its ability to model what it wants to make, the better its chances of success, For example, the help of technology like computer aided design, has dramatically reduced the cost and time consumed in the design stage.
TRAINING AND DEVELOPMENT IN THE FRANCHISOR‐FRANCHISEE RELATIONSHIP
Authors: LaVan Helen , Coye Ray W. , Latona Joseph C.
Published: March 2008

The franchising process is essentially an attempt to “reproduce” in another location, a successful “model”. As such, it is heavily dependent on the effective transfer of knowledge and skills from one location to another. The training and development process, then, is at the centre of attempts to ensure accurate “reproduction”. In this context, training and development have been widely touted; for example, a recent International Franchise Association survey ranked them as highly important communication mechanisms.
MANAGEMENT DEVELOPMENT: BETTER UNDERSTANDING AND PRACTICE THROUGH A LINK WITH MANAGEMENT THEORY
Authors: Papalexandris Nancy
Published: March 2008

Some of the most common characteristics in the vast amount of literature dealing with management development (MD) appear to be the lack of clear definition as to the context of the field and the enormous variations which appear in practice both among organisations and training institutions. Some reasons for these variations can be found in the complexity of ideas and concepts in management theory which are in turn reflected in MD practice.
HRD around the World
Authors: Frank Eric
Published: March 2008

An attempt is made to illustrate the multi‐faceted and multifarious nature of human resource development worldwide, following a definition of it and a description of how it operates in a number of countries throughout the world, including the US, the EEC countries, India, Singapore, Japan, Australia and New Zealand. The roles and functions of HRD practitioners are examined, and the competences required listed. A short history of the International Federation of Training and Development Organisations is offered and a list of conferences described.
TACKLING ORGANISATIONAL DISILLUSIONMENT THROUGH MANAGEMENT DEVELOPMENT
Authors: Snell Robin , Davies Julia
Published: March 2008

The Concept of Disillusionment Many of us will have suffered temporary disillusionment about an aspect of our life. When in love, for example, or when supporting a particular religious or political doctrine or party, one can readily become disillusioned if the focus of one's love or support brings about unwanted outcomes instead of promised ones. In the long run, the benefits of temporary disillusionment, in the form of “lessons” to guide subsequent projects, are often felt to outweigh the costs, in the form of emotional pain, even if these costs are high owing to the energy invested in the illusion. In contrast, chronic disillusionment appears to offer no benefits, since, for the sufferer whose life space is engulfed by hopelessness, change seems impossible and learning pointless.
INTERPERSONAL SKILLS — SOME NEW APPROACHES
Authors: Margerison Charles J.
Published: March 2008

In my discussions with managers, they have indicated that the key skills they need to develop are how to be more effective in meetings. A major aspect of this is how to understand and respond effectively. This I call conversation control. This is a skill that can be developed through training. This article shows some of the methods that can be used. As a starting point, conversation control means controlling your own conversation rather than controlling other people's. A major skill in conversation control is knowing when to concentrate on the problem and when to offer a solution. Too often, people fail because they offer solutions before they understand the problem. Knowing how to manage the understanding of problems and the development of solutions is a key conversational skill. This article will therefore introduce the following important issues:
TASK‐BASED ASSESSMENT
Authors: Goodge Peter
Published: March 2008

Perhaps it is inevitable that the most accurate, most realistic and most credible method of assessing a person's abilities is also the most expensive and most difficult! The method is assessment centres (see Goodge and Griffiths, for a review of the costs and benefits of different assessment methods).
How to Use Video in Training
Authors: Smith Barry
Published: March 2008

The basic information required by trainers who wish to use video to achieve training outcomes is presented for those who are not experts at video production, do not have the time or the interest to become expert, do not have, and do not wish to develop, expertise in electronics and do not have access to sufficient organisational resources to hire an expert. The essential information needed to make experiences with video as productive, creative and problem‐free as possible is included.
HOW TO USE ADVISORY STYLES
Authors: Margerison Charles
Published: March 2008

Increasingly managers are having to be skilled in consulting in order to influence colleagues, superiors, clients, as well as their own team members. The author has published a new book called Managerial Consulting Skills, and here reflects on two important elements of how and when to provide advice.
OUTDOOR MANAGEMENT DEVELOPMENT: A PRACTICAL EVALUATION
Authors: Crawford Norman
Published: March 2008

In view of the increasing popularity of outdoor programmes and in light of what has been written about them recently, it may be valuable to look more closely at what can be expected and achieved from this particular medium of development. The purpose of this article therefore, is to outline the experience and assess the value of a recent outdoor development programme.
The Computer Education Problem
Authors: Harrison F.L.
Published: March 2008

One of the main reasons for the limited use of methods and techniques based on computers and many of the problems encountered in their introduction is the lack of appropriate education and training among managers, professional and technical staff. Many firms use computers simply for routine data processing, such as the basic clerical and accountancy functions, and have not progressed to what they believe to be the more esoteric applications. Yet the computer makes possible the use of many methods, which are not feasible without it and which can contribute significantly to business and technical efficiency.
Obtaining Data on Management Effectiveness
Authors: Mumford Alan
Published: March 2008

The literature on interventions designed to improve management effectiveness gives little attention to the methods of collecting data, and gives even less information about the reasons for choosing one method rather than another. This article defines the four main methods (questionnaires, interviews, group discussion and observation) and reviews the characteristics of each. The advantages and disadvantages of each method are summarised and the article ends with some views on the extent to which the client should be involved in choosing the method of data collection.
Manpower Research:
Authors: Allen Roger
Published: March 2008

The Hotel and Catering Industry in Great Britain employs some 1½ million people according to varying estimates, but it is not a well researched labour market. For some years the planning needs and developing sophistication of organisations in the industry—trade associations and trade unions, Central Government, the Industry NEDO, the Tourist Boards and the HCITB itself—and the increasing scale of major employers have created significant new demands for information. As these bodies set out to plan for their own development and determine their place within the whole industry, set targets for success and monitor achievements, it becomes increasingly obvious that a flow of manpower information is urgently required.
Training Auditors in Interviewing Skills
Authors: Taylor D.S. , Wright P.L.
Published: March 2008

This article describes a course in interviewing skills for local authority auditors. It represents a further development of the “Bradford Approach” to interviewing skills training developed by Randell et al for appraisal interviewing and subsequently extended to include grievance interviewing by Gill. As such, it relies heavily on the notion that successful interviewing depends upon a number of precise behavioural skills which can best be acquired through practice in role plays. The course was developed at the request of the Internal Audit Section of Humberside County Council, who felt that existing courses for auditors did not provide adequate training in interviewing skills.
Negotiation Skills Training—Part 2
Authors: Pedler Mike
Published: March 2008

The first article (See JEIT Vol. 1 No. 4) introduced the concept of negotiation and explored the sub‐processes involved in this complex area of behaviour. This second article looks into the nature of conflict and traces the origins of conflict situations. The effects of conflict upon communications are considered and the related concepts of power and trust are discussed with reference to the negotiating process.
Training Site Teams in the Civil Engineering Industry
Authors: Walters Bev
Published: March 2008

Outside its Head Office a Civil Engineering Company has a collection of transitory organisations, large and small, each created to complete a particular construction project. These teams must operate efficiently for about two years until the contract is complete and the team can be disbanded. So Civil Engineering companies must be able to create and maintain effective project teams. This involves:
Getting Self‐Development to Happen
Authors: Hague Hawdon
Published: March 2008

The Training Services Agency's Discussion Document on Management Development stressed the importance of self‐development. “To be effective learners”, it said, “managers must effectively take responsibility for their own development, rather than relying on any management development scheme and organisations should encourage this” (ref. 2.3(e)).
German made to measure
Authors: Randlesome Collin
Published: March 2008

The increasingly international character of modern business, together with the entry of the UK into the European Economic Community, have made it virtually imperative for senior managers to command at least one language other than their own. This is true not only for companies “going into Europe” but also for firms in the UK in which European capital has been invested.
Organisational Development—
Authors: Bedingham Doug
Published: March 2008

An organisation consists of a set of related positions whose occupants play interlocking roles to achieve corporate purpose and objectives. For organisational convenience these relative positions are grouped in sections, departments, etc which in the context of this article are described as teams.
Industrial Participation
Authors: Molander Christopher
Published: March 2008

Ever since the Industrial Revolution got into its stride, economists and politicians have observed that the economy is not producing the level of GNP that it should, and almost without exception, they have argued that the root cause is one of chronic underachievement by non‐managerial employees. In comparatively recent years, the number of strikes have been instanced as an index of the unwillingness of the rank and file employee to pull his weight. “Solutions” have varied, but have centred on one of two hypotheses: either the TUC has too strong a hold over the fortunes of producing organisations, and legislation should be introduced to control union activities; or more control in the management of organisations should be given over to non‐managerial employees. The unfortunate Industrial Relations Act of 1971 is a recent example of the former view; the setting up of the Bullock Commission in 1975 is an example of the latter.
An Audio‐Visual Approach to Training
Authors: Hearnshaw Trevor
Published: March 2008

In September 1974 an approach was made by the newly appointed training manager of an agricultural company involved in duck husbandry to see whether I would be interested in helping to design some form of training material for use within the company. By November 1974 agreement was made in principle to provide funds for the project, and meaningful discussions were begun. Eighteen months later, the training course had been designed, support materials produced and training started.
Getting Self‐Development to Happen
Authors: Hague Hawdon
Published: March 2008

The first article sought to establish that there is a role for a “catalyst” type of tutor under the self‐development philosophy. This second article will look at the important steps, at both organisational and individual level, which the tutor must take to get self‐development started. The opening article talked of the need to have the right organisational climate (e.g. establishing that coaching by the boss was the norm, establishing that mistakes are allowable, proving that people matter) and of getting the various types of individual (e.g. the high flyer, the top manager, the switched off) to pick up the ball and run with it. This article will continue those metaphors.
Determining Training Priorities
Authors: Hart Stephen J.S.
Published: March 2008

One of the major problems that any training manager has to face is deciding which training projects to carry out — or frequently, which projects not to carry out. The manager's situation is seldom a simple one, since he has to balance the availability of his resources—in particular, his staff—against the demands for training that may arise, often foreseen but also unexpectedly, from all levels and departments of an organisation. Sometimes, indeed, the instruction is to redirect resources from whatever is in progress (and how often does the originator of the instruction know what is in progress?) to another training priority with overriding urgency.
Approaches to the Problems of Learning Transfer
Authors: Huczynski Andrzej
Published: March 2008

The question of how to get students to apply new ideas, skills and knowledge to their own work situations has been a continuing problem in management and supervisory training. Organisations complain that, despite spending large sums of money on staff training and development, no perceptible changes in on‐the‐job performance occur. Tutors reply that the subject matter they teach is both useful and relevant, but that either the individual student chooses not to apply what he has learned, or, if he does, the organisation either obstructs his attempts at innovation, or else merely fails to support him. In recent years, research has focused increasingly on the organisation's role in utilising the product of its staff training and development activities (see Vandenput; Temporal; Huczynski.
Skillcentre Training: Development and Prospects
Authors: Adnett N.J. , Tennant A.
Published: March 2008

Since the war there has been increased government intervention in the operation of the economy. Its objectives have been those of promoting growth, full employment, price stability and a favourable balance of trade. The belief that a major reason for the failure of the economy to achieve these objectives was manpower constraints, led to governments intervening into labour markets. One feature of this movement has been the particular concern with the supply of skilled workers. This concern stemmed from the belief that the skilled labour market was characterised by persistent shortages and large cyclical fluctuations in the training of skilled workers.
Should We Do Some Joint Training?
Authors: Smith Peter A. , Leary Malcolm
Published: March 2008

There is an increasing interest in Industrial Relations training — and joint training in particular. In this series of articles, based on the authors' experiences of several in‐company projects, the following questions will be answered:
Should We Do Some Joint Training?
Authors: Smith Peter , Leary Malcolm
Published: March 2008

In the first article in this series we defined joint training; explained why it may be appropriate in industrial relations training, particularly as a problem‐solving approach, and then covered the issues that arise when considering its use and the development of a suitable strategy. In the development of a strategy we referred to the key phases:
The Implications of Self‐Development for the Training Function
Authors: Hague Hawdon
Published: March 2008

My series of articles on Self‐Development, and the philosophy behind it, ought to raise questions on the role and staffing of the training function. A different training approach is called for, often a different organisational slot; the function needs to be seen differently and it needs to see itself differently.
Unemployment Attitudes and Training
Authors: Jones Merrick
Published: March 2008

“The destiny of the great majority of this planet's doubled and trebled population might be to live unemployed in shanty towns, subsisting on inadequate dole which would be given grudgingly by the productive minority, who would themselves be living in fear of being massacred by the resentful unemployed majority…”. Toynbee's frightening scenario seems remote from today's reality, but “mass unemployment” is even now seen by our politicians as the nation's most pressing problem. Despite short‐term palliative measures, it seems clear from emerging trends that unemployment, caused by inexorable technological progress and the consequent reduction of the need for human involvement in work processes will double or treble before the end of this century.
Time Management —
Authors: Heap Nick
Published: March 2008

Most of the work was undertaken at the headquarters site of a large multinational company. The organisation faces intense competitive pressure which demands a continuing drive to improve productivity. The results of this pressure, together with the assumption that “everything we do has to be done well”, are that everybody is too busy, short‐term work tends to drive out long‐term work, and the urgent takes precedence over the important.
The Manager's Contacts: Demand or Choice?
Authors: Stewart Rosemary
Published: March 2008

The individual manager makes his job. In a few managerial jobs this statement is wholly true; in all others it is partially true. Yet the author's current work shows that few managers are aware of the ways in which they shape their job, nor do most of them recognise the opportunities for choice of activities that their job provides. Managers who do not appreciate what is distinctive about the way they do their job find it harder to appraise their effectiveness. They also feel locked in to their current pattern of work. This article is about a simple method for recognising some aspects of how one chooses one's pattern of work.
Transactional Analysis in Developing Countries
Authors: Ferrari Sergio
Published: March 2008

Transactional analysis began about 20 years ago as a form of psychological therapy. Eric Berne, its creator, wrote that the method was aimed at improving human behaviour by making the person aware of the psychological forces which tended to influence his behaviour when he was interacting with others. The technique was simplified and has been used in management training for a number of years. Using this method, the Bank of New York, for instance, has trained about 500 managers since 1970; the American Airlines have followed suit and the United Nations Headquarters in New York has held several transactional analysis seminars as part of their regular training programmes.
Are You Getting Value from Your CCTV?
Authors: Chipling Ralph
Published: March 2008

Many organisations with even only a reasonable training facility have VTR/CCTV capabilities these days but often these are poorly used or not used at all. I also have a distinct impression that contributors to training journals seem to have lukewarm feelings about the use of VTR as an educational tool. During the last five years the market has been flooded with good quality equipment and a basic ½in system is still relatively inexpensive. Undoubtedly, a lot of training departments climbed on the bandwagon and bought TV equipment because it was the thing to have. How much of it is gathering dust in a cupboard now I wonder?
Taking One's Own Medicine
Authors: Knibbs John
Published: March 2008

I have spent a number of years, seeking to develop my competence as a trainer in group dynamics and interpersonal skill training. When working with groups or teams, it has occurred to me that the consultant/trainer role, in spite of all its stresses and difficulties, did enable me to distance myself from certain types of experience and often restricted me from working on my own growth problems. For all my apparent awareness of the dynamics of groups, it was relevant to ask whether I was growing insensitive to the dilemmas facing course members, new to this type of training. I therefore determined to attend again as a member on group dynamics programme and I shall try to capture here some of the insights of the problems this atendance provided.
Using Research in Training
Authors: Bennett Roger
Published: March 2008

For a variety of reasons (some good, others not so) “research” has almost become a dirty word. To many people it smacks of intellectual aloofness; to others it appears the plaything of arrogant academics; whilst by some it is regarded as a luxury which can seldom be enjoyed just to let boffins pursue fallacious flights of fancy. Some people say that research has no real role therefore, and at worst must be tolerated; it is not the practical way of life.
A Case Study Approach to Training Needs Analysis
Authors: Moore R.J.
Published: March 2008

Local government in New Zealand is based on the traditional British model, although it does not reflect the changes which have, in recent years, taken place in the structure of local government in Britain. Typically a local authority consists of three main departments, viz the Clerk's department, the Treasury, and the Engineer's department. Larger authorities also, have operational departments dealing with transport, gas, and electricity. Specialist support services are generally not well developed, although many authorities do have industrial relations officers. Some of the larger authorities have management services sections, data processing units, and training officers.
Management Training: Developments and Trends
Authors: Joyce Laraine
Published: March 2008

In recent years the use of formal, centralised training courses to promote the development of managers has been criticised by people such as Alistair Mant, Reginald Revans and Hawdon Hague. Mant calls for a drastic reappraisal of management education and training. He argues that, unless a coherent theory of management action and learning is developed, little real progress can be made. Revans advocates project‐based or action learning as an alternative to training courses, whilst Hague sees the individual coaching of managers as another possible solution to the problem of management training.
Management Development in a Social Services Department
Authors: Meredith Geoffrey , Broussine Michael
Published: March 2008

The increasing interest in the setting up of management development activities in the public sector reflects the challenges which public authorities are experiencing at the moment. These result from financial pressures and public criticism on a scale unknown since the war and are therefore unfamiliar to the present generation of managers. This article examines the special nature of the management task in such authorities. It discusses how one particular part of a substantial public authority tries to equip its managers to cope with the challenges.
Training Practices and Learning Theories
Authors: Jones Merrick
Published: March 2008

The relationship between learning theory and training practice continues to attract attention. That theories find their way into concrete practice is clear, but whether individual trainers have a real awareness of the theory or theories which influence their methods is not clear. In this paper schools of learning theory are briefly described, and an attempt is made to establish the ways in which these theories have influenced training methods.
Trans‐National Learning Experience
Authors: Powell Judy M.
Published: March 2008

Changes and innovations within further and higher education over the last ten years have led to an increased awareness of the value of relevant and structured international experience providing a comparative dimension within the study course. Nowhere is this more clearly seen than in the sandwich mode: for once an integral period of activity undertaken outside the educational establishment has been built into the course pattern. It is a logical step to think of developing this extra‐mural experience in another country, and since the student grant is in any event discontinued during the period in industry it is unnecessary to justify a stay abroad for work experience to local authorities.
The Effective Use of Human Resources
Authors: Lippitt Ronald
Published: March 2008

We have daily tangible evidence that our air is more polluted, our water less drinkable, our oil and minerals less plentiful, our physical surroundings less pleasant to the eye, the ear, and the nose. These confrontations present us with very concrete problems to solve. The consequences of not taking action can be quite clearly spelled out and understood and predicted.
Successful Training for Effective Negotiators
Authors: Carlisle John
Published: March 2008

This article on the effective negotiator is based on a series of intensive training ventures in negotiation over the last three and a half years, which are the culmination of a process beginning in 1972 with Neil Rackham's experiences in Controlled Pace Negotiation exercises. We have now trained negotiators in a dozen countries, especially in the last three years. Most of this training has been in the area of contract negotiating, although we have also run some specific in‐company industrial relations programmes. Some evaluation of this training is now available and will be discussed briefly at the end of this article, after we have outlined our approach.
Effective Team Building Develops Individuality
Authors: Lippitt Gordon L.
Published: March 2008

In the field of human resource development, one of the most frequently discussed and used methods is the development of effective group action and teamwork. Such an emphasis is understandable when we remind ourselves of the complexity, size, and pressures on today's organizations.
Creative Birth, Life and Death of Committees
Authors: Lippitt Ronald
Published: March 2008

Committees and Task Forces are Omnipresent and Necessary, Esfandiary and other analysts of social trends and future scenarios have noted that the problems to be solved in the world—by nations, communities, and organizations, are becoming more and more complex and require the use of more varied expertness to find creative solutions.
Career Development: Meeting Individual and Organisational Needs
Authors: Lewis Ralph , Hibbert Chel
Published: March 2008

In our experience there very often seems to be a discrepancy between the avowed aims of many management training programmes and the reality of the organisation in which participants are based. In some cases the organisation even appears to militate against objectives being achieved. The main causes of this are the different definitions of the aims of programmes that are held by all interested parties. These often contradict each other. This article will examine these later in more detail together with our approach both in theory and in practice.
The Superior's Role in Learning Transfer
Authors: Weiss E. , Huczynski A.A. , Lewis J.W.
Published: March 2008

In the majority of large organisations, the identification of management training needs is the responsibility of line management in association with the Training Manager and his staff. Once these needs have been identified, organisational members are either sent on external training programmes selected by training personnel or else accommodated on in‐company training courses. Whichever method is used, the fact remains that whatever knowledge or skill is to be acquired, the intention is that it will be used in the line situation. Thus the trainee reports to his immediate superior, and yet this person may not have been involved either in the selection of the staff member for training or else in a discussion on the content of the training.