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  • 1
    Electronic Resource
    Electronic Resource
    Negotiation - mystic art or identifiable process? Part 2 (1997)
    Bingley : Emerald
    Industrial and commercial training 29 (1997), S. 153-157 
    Details
    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Looks at the sequel to the article about running negotiating workshops for managers. Explains relevant theory and the practice of negotiations. Issues include the context of negotiations, offers and counter-offers, avoidance of deadlock, the use of third parties and "back channels", cultural aspects and the maintenance of agreements. Gives particular attention to the issue of internal team differences. Presents relevant examples from a range of situations.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00197859710171761
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  • 2
    Electronic Resource
    Electronic Resource
    The use of case studies in management training and development. Part 1 (2002)
    Bingley : Emerald
    Industrial and commercial training 34 (2002), S. 5-8 
    Details
    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: The authors draw on their considerable experience in writing and using case studies both in the UK and abroad to explain the potential benefits of using the case study method in management teaching. In this, the first of two articles on the subject, they elaborate on the potential benefits of using the case study method but also the ways in which the method can be misused. They go on to explain how case studies can be used effectively in developing management skills. In the second article they will deal with the topics of writing case studies, their use in assessment and cross-cultural issues in using case studies. Details of the on-line access to over 40 management case studies and exercises, with supporting teaching notes, are contained in the 5th edition of their book Skills of Management (http://thomsonlearning. co.uk).
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00197850210414026
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  • 3
    Electronic Resource
    Electronic Resource
    Management by panacea - the training implications (2002)
    Bingley : Emerald
    Industrial and commercial training 34 (2002), S. 229-232 
    Details
    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: The various pressures that managers are under to accept ready-made solutions to problems that they face are identified. However, if the causes of the problems are not carefully diagnosed in the first instance it can be a matter of luck whether the solutions work or are actually counter-productive. Management training needs to include an emphasis on diagnostic techniques and to enable managers to look beyond departmental boundaries for both the causes of and solutions to problems. Managers also need to learn how to deploy the right mix of people to tackle problems and in so doing demonstrate to others the importance of a diagnostic and integrated approach to problem solving.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00197850210442467
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  • 4
    Electronic Resource
    Electronic Resource
    Matrix structures and the training implications (2004)
    Bingley : Emerald
    Industrial and commercial training 36 (2004), S. 189-193 
    Details
    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Matrix structures are increasingly used in organisations as they become more complex and as the pace of change increases. They are similar to project management arrangements, although matrix structures may be a permanent feature. Matrix structures, like project management, involve the creation and management of multi-disciplinary teams. The team leaders have a dual reporting relationship. For the structures to work effectively they should only be introduced when appropriate and even then after careful planning. An important aspect is the training of multi-disciplinary team leaders. However, it can also be crucial to ensure that those other key members of management who need to monitor and support matrix structures are properly selected and have received appropriate management training.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00197850410548567
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  • 5
    Electronic Resource
    Electronic Resource
    The use of case studies in management training and development. Part 2 (2002)
    Bingley : Emerald
    Industrial and commercial training 34 (2002), S. 106-110 
    Details
    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: This is the second of two articles about the use of case studies in management training and development. In the first article the authors explained the potential benefits of using this method as well as some of the dangers. They also explained the methodology of running cases effectively. In this second article they draw on their extensive experience of writing and using case studies in the UK and abroad to deal with important further aspects. These are the skills involved in writing cases studies, their use in assessment and cross-cultural issues.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00197850210424953
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  • 6
    Electronic Resource
    Electronic Resource
    Chairing - developing a key skill (2003)
    Bingley : Emerald
    Industrial and commercial training 35 (2003), S. 56-59 
    Details
    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: The skill of chairing meetings is a key one that can greatly influence personal and organisational effectiveness. However, it is often assumed that people know how to handle meetings by a process of osmosis. Sometimes this is justified but often not, and standards of chairing vary widely. In this article the basic skills of chairing meetings are identified, with emphasis being on the ways in which they can be systematically developed. This includes analysis of interactions at meetings, particularly those interactions involving the chair. The difference between procedural, process and substantive contributions is also examined and the importance of these distinctions, particularly for whoever is chairing a meeting.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00197850310463751
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  • 7
    Electronic Resource
    Electronic Resource
    Appraisal pitfalls and the training implications - part 1 (2003)
    Bingley : Emerald
    Industrial and commercial training 35 (2003), S. 280-284 
    Details
    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: The problems of operating employee appraisal schemes effectively are identified in this two-part article. Appraisal of formal appraisal schemes suggests that most do not operate satisfactorily. Multipurpose schemes can be cumbersome and include conflicting objectives. The feedback process can also cause major problems. Such problems can be exacerbated with schemes of 360-degree appraisals, according to their complexity and the role conflicts that they precipitate. In the second part of the article, the level of organisational investment needed for schemes to operate effectively is considered. The ways in which competencies, self-appraisal and peer audit can be constructively used are examined. The crucial link between formal and informal appraisal processes is considered as is the importance and skills involved in an informal appraisal. Finally, the way in which the training needs of appraisees need to be realistically identified and assessed is also explained.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00197850310501677
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  • 8
    Electronic Resource
    Electronic Resource
    The training implications of the Government White Paper (1999)
    Bingley : Emerald
    Industrial and commercial training 31 (1999), S. 4-8 
    Details
    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Outlines key areas of the Government White Paper Fairness at Work. Identifies the training implications in the proposed changes in collective law and in the improvements in the individual rights of employees. Concludes that the most important training needs are likely to arise in the extension of unfair dismissal protection and the right for employees to have trade union representation in disciplinary and grievance hearings. Also examines the training needs arising out of the arbitration option in unfair dismissal proceedings and those arising out of the establishment of a National Minimum Wage and other legislative developments, including the Working Time Regulations. Examines also the issue of collective bargaining about training. This is an issue that the Government is considering, as opposed to proposing.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00197859910253092
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  • 9
    Electronic Resource
    Electronic Resource
    Management training for international students (1998)
    Bingley : Emerald
    Industrial and commercial training 30 (1998), S. 209-213 
    Details
    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Management training for international students is an increasingly large, but competitive and volatile, global market. Training providers need to ensure that they are market-oriented and avoid an ethnocentric approach. Programme delivery needs to take account of the national context in which students are, or will be, working. Potential action points are identified that may help improve the quality of management training in particular. Developing a positive reputation is part of the marketing process. In-house training of lecturing staff in the special needs of international students may be necessary.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00197859810232960
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  • 10
    Electronic Resource
    Electronic Resource
    Employee participation and managerial style (the key variable) (1998)
    Bingley : Emerald
    Industrial and commercial training 30 (1998), S. 165-170 
    Details
    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Employee participation is in the news because of the stakeholder concept and European legal developments. Argues that for most employees what matters is the working relationship with their boss, rather than indirect forms of representation, such as works councils. If employers are genuine about participation, the prime area of attention needs to be the day-to-day behaviour of line managers. This necessitates reviewing the performance, selection and training of line managers. This is also necessary if indirect forms of participation are to work as they too depend on effective and co-operative line management. Participation also needs to be examined in the context of organisational and national culture and the pressures on an organisation at particular points in time. Too often the topic is addressed as though the objectives can be achieved simply through mechanistic/legal imposition.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00197859810225625
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