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  • 1
    Electronic Resource
    Electronic Resource
    The importance of the managerial hybrid (1996)
    Bingley : Emerald
    Industrial and commercial training 28 (1996), S. 5-8 
    Details
    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Explains how most people with managerial responsibility have a specialist background. Also, most management may be undertaken by "hybrids" who combine specialist activity and managerial responsibility. Unless the process of converting specialists into part-time or full-time managers is carefully planned, management responsibilities may be neglected in favour of specialist activity. Key interventions are in the areas of role definition, selection, management development and monitoring.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00197859610130749
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  • 2
    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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  • 3
    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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  • 4
    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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  • 5
    Electronic Resource
    Electronic Resource
    The Disciplinary Pyramid and its importance (1997)
    Bingley : Emerald
    Industrial and commercial training 29 (1997), S. 4-9 
    Details
    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Explains the concept of the Disciplinary Pyramid and its importance. The pyramid is used as a framework for identifying what disciplinary handling skills need to be developed in organizations. Much attention is often paid to the issue at the top of the pyramid (i.e. dismissal) but most disciplinary action is, or needs to be, at the base where action such as counselling and informal warnings may be what is required. Training which is provided is often heavily oriented around the law and more appropriate for personnel specialists than line managers. Focuses on the need to clarify responsibilities at the base of the pyramid, the nature of the skills line managers need, the way these skills can be developed and the preventive aspects of discipline. Identifies and explains, the crucial skills and categorizes them as process skills.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00197859710156821
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  • 6
    Electronic Resource
    Electronic Resource
    Managerial stress - dealing with the causes, not the symptoms (1997)
    Bingley : Emerald
    Industrial and commercial training 29 (1997), S. 35-40 
    Details
    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Defines job stress. Explains why managerial stress is likely to be on the increase. Notes the increased attention to managerial stress, e.g. attempts to measure stress and relaxation techniques. Warns about the dangers of concentrating just on the symptoms, which may be counterproductive. Emphasizes the need to identify and deal with basic causes. Explains the technique of "Role set analysis" as a means of stress reduction by "load management". Individual management skills also need assessing as lack of these can cause or exacerbate managerial "overload". Organizational realities are that managers often have to work out their own salvation and the technique of role set analysis can be directly applied by individual managers. It can also be used on a departmental workshop basis and as a strategic concept at organization level.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00197859710164994
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  • 7
    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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  • 8
    Electronic Resource
    Electronic Resource
    Results of a survey into how people become managers and the management development implications (2005)
    Bingley : Emerald
    Industrial and commercial training 37 (2005), S. 252-258 
    Details
    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Purpose - To establish how people become managers. Design/methodology/approach - A survey of 50 managers carried out at the end of 2004 by students on the BA in Business and Management course at the University of Westminster. A total of 25 students chose two managers each to interview. Of the managers, 38 were from the UK. Findings - Out of 50 managers surveyed, 47 were specialists before they acquired management responsibilities. Only 12 received management training before becoming managers and that training was not always felt to be effective. The transition from specialist to becoming a manager of specialists was often stressful. Only two people became managers as a direct result of undertaking business studies degree programmes. Research limitations/implications - Specialists often acquire managerial responsibilities, and often quite early in their career. Those aspiring to management have found that their entry route is via a specialist department. Consequently, it is appropriate to see that managers have the right blend of specialist and managerial skills and that they are given help in adjusting to managerial roles. The implications of the specialist route into management needs to be reflected in the structure of increasingly popular undergraduate programmes in business studies. There is a case for such courses having both specialist options and a managerial component. Originality/value - There is little research about how people become managers. It is particularly important that the specialist route identified is understood by those wishing to become managers, by universities and colleges running both business and specialist courses and by employers.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00197850510609685
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  • 9
    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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  • 10
    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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