Developing the Top Team to Meet Organisational ObjectivesMumford, Alan
1991 Journal of Management Development
doi: 10.1108/02621719110003971
Little has been written about developing directors and even lessabout how to integrate learning on a formal programme with learningthrough work itself. New research on learning from experience isreviewed and the four approaches which were found to have been used bydirectors are described. Examples are given of programmes built onstructured workshops for directors of two major UK companies howworking on real projects within such workshops can be integrated withnormal learning from experience is illustrated. Finally itis shown how this form of development improves organisationalperformance.
Integrating Newly Hired Executives into the OrganisationBurdett, John O.
1991 Journal of Management Development
doi: 10.1108/02621719110136154
Managers and executives joining an organisation represent asignificant investment, yet few organisations have developed processesthat help an executive move successfully into the new role. Whyallocating resources to integrating a newly hired executive isimperative is explored, together with key steps in the integrationprocess and a series of critical questions on which newly hiredexecutives should reflect. Also a comprehensive model of the executiveintegration process is outlined. The latter covers the three basicstages in the integration reality testing building rapport anddefining success, as well as the critical constituencies boss, team,organisation, and wider community. The authors experience of workingwith senior executives, initially as a consultant and currently as VicePresident, Management Development, for the Lawson Mardon Group, abilliondollar international printing and packaging conglomerate basedin Toronto, Canada is also drawn upon.
Developing a Programme for Soviet ManagersMcCarthy, Daniel J.
1991 Journal of Management Development
doi: 10.1108/EUM0000000001378
The sweeping changes in the Soviet Union under perestroikademand major changes in the way business is conducted internally andexternally. The move to a more marketbased economy continues to causeconfusion and places serious new demands upon Soviet managers. The jobsof Soviet managers before and since perestroika are discussed.Also discussed are the major changes they face as well as the needswhich must be addressed if they are to function effectively in a moredecentralised decisionmaking system. Additionally, a programme isdescribed which was developed at Northeastern University and offered for16 senior Soviet executives from Aviaexport, a branch of the SovietMinistry of Aviation.
Managers Training Needs and Preferred Training StrategiesTharenou, Phyllis
1991 Journal of Management Development
doi: 10.1108/02621719110000325
The present project concerned the assessment of senior and middlelevel managers training needs by selfreport questionnaire, and thelink between such identified needs and managers preferences fortraining strategies. It was found that seniorand middlelevel managersrated the degree of training they needed as less than their supervisorsrated for their positions. Selfreported training needs could bedescribed by an overall general management dimension, whereas managerspreferred training strategies were separate and specific. Managerspreferred training strategies and attitudes towards training were notrelated to their training needs.
Management Training in Canadian OrganisationsLoo, Robert
1991 Journal of Management Development
doi: 10.1108/02621719110001397
Management training has gained much attention over the past decadewith developed countries spending billions of dollars each year in thisarea. In order to examine management training, a mail survey wasconducted of 1,000 randomly selected Canadian organisations having atleast 500 employees. Results from the 225 responding organisationsyielded findings on management training policies, training needsassessment procedures, training evaluation, and expected futuredirections in management training among other findings. Overall,Canadian organisations recognise the importance of management traininghowever, there is a need for better identification of trainingrequirements and evaluation of training.