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Examines the role of leadership at managerial and senior executivelevel. Analyses research findings to show that managers want morevisionary teambased leadership from their chief executive officers, butthere is a significant gap at present. Considers the historic leadershipstyle and role model...
Focuses on the difficulties which arise from trying to monitor andevaluate inhouse company training courses making sure thatknowledge and skills obtained on the programme are put into practiceback in the workplace and provide real benefits for the company. Whileit is stressed that evaluation can...
Describes one area of the Custom & Excise organization and itsintroduction of a competencybased approach for its staff. Looks at theproblems involved in trying to use competences where the highlytrainedstaff show an adverse reaction to it. Ultimately, because of this, itwas adandoned for a more...
Perhaps the single most powerful competitive edge any company canhave over the next decade is providing superlative service. Astechnology progresses at a rapid pace and the benefits of anyorganization or product bear remarkable similarity to a competitors,the one sustainable, competitive edge...
Fundamental changes in market dynamics and organizationalstructures under way in the 1990s demand new and more flexible workingbehaviour. Looks at how a major UK information technology company, facedwith a significant shift in the marketplace, introduced a teambasedculture to move aggressively...
Looks briefly at the origins of the authors Learning StylesQuestionnaire and the differences between it and Kolbs Learning StylesInventory. Gives answers to the most frequently asked questions andincludes the acuracy of selfperception, what to do if the results arenot believed, explanations for...
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