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  • 1
    Electronic Resource
    Electronic Resource
    Management consultants: what do they do? (1999)
    Bingley : Emerald
    Leadership & organization development journal 20 (1999), S. 181-188 
    Details
    ISSN: 0143-7739
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Although much has been written on skills and strategies of management consultants, little research has been done on what management consultants actually do. In this study, three senior consultants were shadowed, each for a one week period. Management consultancy turns out to be a hectic and highly interactive job. Important interaction partners are clients, colleagues, and secretaries, although only the first are highlighted in literature. Catalytic intervention is the most dominant approach in client contacts. The relatively rare desk work sessions of management consultants are even more interrupted than those of managers. An important function of their desk work (and of their work as a whole) is structuring information gained in client contacts.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/01437739910276984
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    Paper (German National Licenses)
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  • 2
    Electronic Resource
    Electronic Resource
    HRD tasks of first-level managers (1999)
    Bradford : Emerald
    The @journal of workplace learning 11 (1999), S. 176-183 
    Details
    ISSN: 1366-5626
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: First-level managers are increasingly held accountable for the training and development of their team members. In order to explore how this HRD responsibility is executed, HRD officers of 23 innovative companies were interviewed. Delegation of HRD responsibility to first-level managers turns out to be a feasible option, providing certain conditions are met. Three distinct HRD roles of first-level managers can be observed: an analytic role, a supportive role and a trainer role.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/13665629910279518
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  • 3
    Electronic Resource
    Electronic Resource
    Knowledge management in the HRD office: a comparison of three cases (2000)
    Bradford : Emerald
    The @journal of workplace learning 12 (2000), S. 286-295 
    Details
    ISSN: 1366-5626
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: HRD professionals can be considered to be knowledgeable about knowledge management practices in their own offices. Effectiveness of knowledge management practices of three HRD offices were studied, using a combination of structured questionnaires plus interviews with four HRD professionals per office. Three categories of knowledge management activities were considered, by the members of these organisations, to be effective: activities that expand the individual or collective experiential horizon; activities that are meant to consolidate knowledge; informal and formal communication about work issues. Conditions that facilitate or inhibit these activities are identified. Organisations wishing to improve their knowledge productivity are confronted with some fundamental choices: innovation versus routine, office versus officer, and knowledge sharing versus knowledge shielding.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/13665620010353360
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