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This paper considers how online character education applications can be applied by educational practitioners within the school environment to meet curriculum requirements and increase the learning opportunities for citizenship education.

The Draft Curriculum for Wales 2022 is used as an example of how this can be achieved through innovative applications that are linked to the areas of personal development within the Margerison C-Model.

The five aspects of the framework focus on how practical applications can be used by teachers to enable individual development of character strengths. In particular, reference is made on how technology plays an increasing role in enabling both students and teachers to access learning opportunities.

The paper suggests practical applications to enable the integration of technology into personal and social learning.

This aligns with the United Nations Sustainable Development Goal 4, (SDG4), which highlights social–emotional development and learning as a specific area of educational importance.

The paper indicates ways to enhance identity and life-long learning.

Suggests there is misplaced overemphasis on individual competence levels and not enough attention paid to team competency. Feels that individual competencies need to be seen in the context of what a team requires to perform well. Presents nine major team competency factors and a resulting team model, from which a team can assess its objectives, priorities, time management allocations and performance assessment.

In the previous issue, Mr John Hughes, Senior Lecturer in Industrial Training at the Manchester Polytechnic, examined some of the problems faced by colleges in running Introductory Courses for Training Officers and suggested possible developments in the light of recent comments. Over the last twelve months, articles and letters have appeared in the professional press expressing the views both of experienced training staff and of academics running such courses, but in the main the consumers have not joined the debate. The author's intention here is to express one such view, a purely personal view from the third side of the triangle comprising academic staff — sponsor firm — course member. The view is based on experience of the course run in the spring of 1970 by the Department of Management Studies at Manchester Polytechnic. The comments made are generalisations from the particular, but this is perhaps permissible, since it is certain general features of the introductory course, and not its particular form at Manchester, which merit debate.

An analysis of the practical application of the Team Management Resource designed by Charles Margerison and Dick McCann in the Training Agency (formerly the Manpower Services Commission) is represented. The results represent the completion of the instrument by 855 managers in the Commission and compares these results with those produced by Margerison and McCann for a wider, more general sample of managers. Several differences are noted between the two samples and some possible reasons for these differences are proposed. The article samples were obtained principally during training events (normally Team Development, although the instrument was administered during developmental events) and suggests implications for trainers and training in its use.

Why is Team Management Important? Success or failure in business is a result of whether people work together effectively in teams. Some organisations have a very good record in teamwork. These include companies like Shell, Citibank, Hewlett‐Packard, IBM as well as smaller organisations. When we look at the performance of the major Japanese companies over the last 30 years we again can see the amazing results of effective teamwork. Names like Sony, Hitachi, Toyota, Nissan, NEC, Honda and others have swept to world leadership in their industries. We can only conclude they are doing something very effectively.

Discusses the development of the Team Management System. Describes the Team Management Wheel with its nine key roles from Controller Inspector to Creator Innovator. Explains the role of the linker manager and the production of a personal profile for each team member. Concludes it provides an integrated way to identify work preferences within a winning team.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb001152. When citing the article, please cite: Charles Margerison, (1978), “Managing The R & D Group: Making Ideas Work”, Management Decision, Vol. 16 Iss: 1, pp. 52 - 63.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb053559. When citing the article, please cite: Charles Margerison, Dick McCann, (1984), “High Performing Managerial Teams”, Leadership & Organization Development Journal, Vol. 5 Iss: 5, pp. 9 - 13.

An interview with Charles Margerison and Dick McCann. Describes the origins of the Wheel; explains the terms used in it and the practical uses to which it can be put. Gives examples of organizations that have used the Team Management approach.

Managers as Actors Those of us who manage are playing on an organisational stage every day. We enter early every morning to take up our roles, whether it is as chief executive, marketing manager, personnel adviser, production executive or any of the numerous other roles that have to be performed if work is to be done effectively.