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The effective integration of on‐the‐job development with off‐the‐job training does not happen often, but when it does the effects can be dramatic. To realise this strategy one company, Kingsway, recognised a need to make a major investment in the development of managerial talent. A bold but essential strategic investment in management trainees to counter an earlier lower priority to management development is described. The effective link with a management centre (Sundridge Park) is explored, particularly in relation to securing learning while managing. The power of projects, as a development method and part of this partnership, is described with bottom‐line benefits in relation to achieving task goals and learning goals. It is shown that a partnership between an enlightened company and a progressive management centre can make such goals realistic.

The ability of investors, taxpayers and researchers to compare financial statements issued by hospitals, universities and other governmental agencies is affected by their understanding of current accounting and reporting rules. Publicly owned not-for-profit organizations report different financial results from those that are privately owned. This study looks at the historical events that brought about the accounting and reporting divergences, discusses the recognition and reporting differences, and explores the implications for statement users.

This paper reports results of a survey that examines user perceptions of alternate formats of the Statement of Cash Flows (SCF) mandated by the Governmental Accounting Standards Board (GASB) and the Financial Accounting Standards Board (FASB). The formats were compared using seven reporting issues. The findings indicate that users found the GASB SCF model to be superior to the FASB model for all issues. The study has implications for both standard-setting bodies. The GASB has already considered the results in developing a new reporting model for governmental entities. The FASB may at some point want to reconsider its SCF reporting requirements.

Despite some bad years in the 70s, the Swiss continue to remain relatively affluent in comparison with some of their western European neighbours. The retail sector still has problems, with retail sales down 4.3 per cent in 1982, though there has been some recovery this year. In this article Bryan Smith, who lives and works in Zurich, describes the achievements of three of the largest retail organisations in Switzerland — Migros, the Coops, and Denner; and then turns his attention to some of the larger regional shopping centres.

The process is reviewed by which the development needs of trainers in one organisation were established. A programme of workshops and related activities are shown to have met those needs. The model of learning need in the design is set out, and the processes necessary to ensure that a programme does not concentrate too much on one part of the learning cycle are discussed.

It is a truism that the vast majority of development takes place while a manager is carrying out the job. Also where any management training and development investment can be seen to affect the bottom‐line business results, then commitment at both an organizational and individual level can be more easily secured. Using work‐based projects for individuals and groups is an approach which can secure both bottom‐line payoff and effective learning transfer, while bringing about significant changes. Reviews the development of and experience in project‐based learning over several years at Sundridge Park. Offers and explores critical success factors together with experiences of project‐based learning with Volvo and ICI. Explains the issue of integrating learning with doing and makes links with action learning and career development. Also highlights the potential of information technology in capturing and retaining learning through projects.

In mulling over the articles in this issue on a walk to my village local it occurred to me that the theme of Women and Men Working Together might be further enriched by a contribution from mine hosts, Liz and Frank. Untypically they are business partners rather than husband and wife. How would some of the issues transfer to the confines of The Black Horse, where landlord and landlady probably spend more time in each other's company than do most business colleagues?

Explores how a modular project‐based approach to management development was initiated and developed within Volvo Concessionaires (part of Lex Service plc) in partnership with Sundridge Park Management Centre. Stresses the importance of top‐level commitment, particularly in directors taking on roles of group project sponsors. Draws out ingredients of success of the Volvo‐Sundridge Park partnership together with the benefits realized (including bottom‐line benefits) and key learning points. An additional benefit to individual managers is the formal accreditation of the programme towards a management qualification.