Journal of Management Development: Volume 7 Issue 3

Internationalising the Executive Education Curriculum at General Electric: A Case Study of Trends in the 1980s

H. Michael Hayeś

Some background on General Electric and its executive education operation in the US is provided. The review process and its major findings are described, followed by some of the…

Management Development: Competencies, Teams, Learning Contracts and Work Experience Based Learning

S. Prideaux, James E. Ford

In this second of two articles describing a two‐year part‐time management development programme conducted at the Royal Melbourne Institute of Technology, an account of the impact…

Beyond Training: A Process Model for Transfer, Evaluation and Institutionalisation

W. Mark Hearn

A five‐stage process model of training is presented which integrates research concerning the transfer, evaluation and institutionalisation of training. The model is designed to…

An Integrated Model of Management and Managerial Development

Laurie Mullins, Paul Aldrich

An integrated model of management and managerial behaviour linked to the process of management development is presented. A conceptual base is provided for understanding…

Management Development in Africa: The Canada‐Kenya Executive Management Programme Experience

Henry W. Lane, David G. Burgoyne

Since 1983, the School of Business Administration, the University of Western Ontario, has been offering an annual two‐week management development programme in Kenya. The programme…

Corporate Campuses: A Growing Phenomenon

Walter A. Green, Harold Lazarus

Corporations have much to gain from owning education centres. The investment is large, but the pay‐off can be enormous, in terms of cost savings, and priceless, as a result of…

Conversation Control in Management Development

Charles J. Margerison

Interpersonal skills are now key features of management courses. However, the principles of conversation have not been widely studied. Like any skill, conversation can improve…