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Continues from part 1, published in Issue number 2, its critique of learning styles. States the need to take seriously the concept of “pattern” ‐ the unvarying design or master plan underlying variation. Patterns consist of rules that link and sequence elements as a system. The order created is...
States that owing to a vast change in commercial activity, organizational strategy and global competition, the skills needs in the organization of the 1990s are quite different from those needed 20 years ago. In consequence, training needs have changed as well. Examines whether women and men at...
Introduces Caledonia Council, a business simulation specifically created to prepare senior managers in local government for major reorganization. Describes how it was designed in a partnership between client (Central Regional Council) and consultant (The Argyll Consulting Group) and has been...
Describes how environmental training is increasingly being recognized as a crucial element of any corporate, environmental strategy. In turn, corporate strategies will be an essential component to the achievement of sustainable development. But how do companies respond to the need to change the...
Emphasizes the need for customer care to be a part of an ongoing business strategy rather than a short‐term training need. Shows that if customer care is treated as strategic, it moves into the realm of top management and, hence, becomes a leadership issue. Stresses the role of the internal...
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