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The second part of the article aims to show how the principles established during the evolution of the management development program at Aeroquip‐Vickers can be applied to other organizations. In particular, the design of each manager’s individual development program is a responsibility shared...
Drugs are hitting at the roots of our productivity and competitiveness, as their usage escalates amongst current employees and those entering full‐time work for the first time. Main symptoms are rising absenteeism, injuries, damage and stealing. But employers are having difficulty in recognising...
The public sector in the UK now seems to be on a new course. The sharper business focus within the public sector has brought a recognition that organisations must invest training and development in their greatest asset – their staff. Regular surveys by the Industrial Society reveal a trend to...
Examines the need for HR departments to have a clear policy on repatriation, especially at times of restructuring and redundancy and the need to retain valuable staff on return. Considers the physical, psychological and emotional effects of “reverse culture shock”, the often unrealistic...
Too many projects are started without sufficient definition or direction, with project managers hoping that matters will clarify as the project progresses. In many cases, this results in a significant amount of rework, pushing the project beyond time and budget limits. This article provides a...
Innovation is the constant requirement for the twenty‐first century. This comes first from individuals, but must permeate throughout the organisation. There is a new concept of the organisation itself being a learning, evolving organism. Knowledge must be shared freely to give it fuel for that...
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