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  • 1
    Electronic Resource
    Electronic Resource
    When the Talking is Over: Using Action Learning (1994)
    Bradford : Emerald
    Management development review 7 (1994), S. 9-15 
    Details
    ISSN: 0962-2519
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Outlines the workings of Action Learning Sets, team-building andcultural change, and explores the use of Action Learning methodology inthe development of health-care managers. Outlines the spin-off benefitsof the implementation of Action Learning at Ashworth Hospital, such asself-discipline, commitment, improved morale, empowerment, etc.Concludes that it could be a powerful tool for future health-caremanagement.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/EUM0000000003926
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    Paper (German National Licenses)
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  • 2
    Electronic Resource
    Electronic Resource
    Critical success in management development (1995)
    Bradford : Emerald
    Management development review 8 (1995), S. 16-24 
    Details
    ISSN: 0962-2519
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Details the results of an attempt to identify the impact of acomprehensive management development programme on organizationaleffectiveness within the health service public sector. Concludes thatmanagement development programmes must have a prespecified set ofstrategically-linked outcomes, identifying the benefits to theorganization, and a set of critical success factor measures to determinetheir achievement or otherwise. Programmes which do not result inmanagers feeling empowered will be criticized in not impactingpositively on the organization.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/09622519510077538
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  • 3
    Electronic Resource
    Electronic Resource
    A Portfolio Approach to Management Development: The Ashworth Model (1994)
    Bradford : Emerald
    Management development review 7 (1994), S. 24-31 
    Details
    ISSN: 0962-2519
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Looks at management development at Ashworth Hospital as part of acontinuing programme of professional development. This programme isinnovative and revolutionary. It puts control of learning in the handsof the participants who are responsible for driving the programme andshare the responsibility for supporting and motivating colleagues.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/EUM0000000003924
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  • 4
    Electronic Resource
    Electronic Resource
    Accreditation of Prior Learning in Business Schools (1994)
    Bradford : Emerald
    Management development review 7 (1994), S. 9-16 
    Details
    ISSN: 0962-2519
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Discusses the strategic and political issues associated withAccreditation of Prior Learning (APL) in consideration of its potentialcontribution to the staff, curriculum and organizational developmentactivities of business schools. In recognizing that APL is not anautonomous process but an integral part of competence-based assessment,political pressures exist to shift vocational curricula to anoutcome-based assessment model, with these new forms of competence-basedqualifications leading, rather than following, education and training.This means that business schools will need to develop the specificity oftheir curricula offering to an extent previously considered unnecessaryand to respond proactively to potential benefits emerging fromacceptance of, and commitment to, the ongoing structural revision of thevocational, educational and training system.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/09622519410060366
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  • 5
    Electronic Resource
    Electronic Resource
    When the talking is over: using action learning (1995)
    Bradford : Emerald
    Health manpower management 21 (1995), S. 34-39 
    Details
    ISSN: 0955-2065
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Medicine , Economics
    Notes: Outlines the workings of action learning sets, team-building andcultural change, and explores the use of action learning methodology inthe development of health-care managers. Outlines the spin-off benefitsof the implementation of action learning at Ashworth Hospital, such asself-discipline, commitment, improved morale, empowerment, etc.Concludes that it could be a powerful tool for future health-caremanagement.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/09552069510084051
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  • 6
    Electronic Resource
    Electronic Resource
    A portfolio approach to management development: the Ashworth model (1995)
    Bradford : Emerald
    Health manpower management 21 (1995), S. 11-18 
    Details
    ISSN: 0955-2065
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Medicine , Economics
    Notes: Looks at management development at Ashworth Hospital as part of acontinuing programme of professional development. This programme isinnovative and revolutionary. It puts control of learning in the handsof the participants who are responsible for driving the programme andshare the responsibility for supporting and motivating colleagues.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/09552069510092124
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  • 7
    Electronic Resource
    Electronic Resource
    Critical success in management development (1995)
    Bradford : Emerald
    Health manpower management 21 (1995), S. 19-26 
    Details
    ISSN: 0955-2065
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Medicine , Economics
    Notes: Details the results of an attempt to identify the impact of acomprehensive management development programme on organizationaleffectiveness within the health service public sector. Concludes thatmanagement development programmes must have a prespecified set ofstrategically linked outcomes, identifying the benefits to theorganization, and a set of critical success factor measures to determinetheir achievement or otherwise. Programmes which do not result inmanagers feeling empowered will be criticized in not impactingpositively on the organization.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/09552069510791641
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    Paper (German National Licenses)
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