Appraisal plays a critical part in the development of management resources in any organisation. From the standpoint of the boss‐subordinate relationship, the performance areas…
Abstract
Appraisal plays a critical part in the development of management resources in any organisation. From the standpoint of the boss‐subordinate relationship, the performance areas examined, the quality of any feedback and the way in which information is used—all these factors can directly affect the current and future performance of the individual manager who is being appraised. From the view of the overall management development role, attitudes to appraisal and the quality of information generated are key constraints upon the possible contribution of management development to organisational effectiveness. During 1973 and 1974, a research team from Durham University Business School surveyed management development and training practices in 30 British organisations, of various sizes and in a wide range of industries. As a part of this project, which involved interviewing senior line and specialist managers in these organisations, appraisal practices were examined—particularly in terms of their contribution to management development in these organisations. This article presents some of the findings and the authors' comments on these.
In an interview with R. J. C. Line, Managing Director of Simoniz (UK) Ltd., David Ashton discusses the problems which the company is facing since the major oil companies began to…
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In an interview with R. J. C. Line, Managing Director of Simoniz (UK) Ltd., David Ashton discusses the problems which the company is facing since the major oil companies began to infiltrate the highly flexible car product market in which they move. How they have reacted, how they will react and with what success provides a fascinating study for those embroiled in just this type of market competition
In several European countries we can observe an increasing willingness among organisations to support in‐company “experimental” approaches to management training. It is a common…
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In several European countries we can observe an increasing willingness among organisations to support in‐company “experimental” approaches to management training. It is a common feature of all these “experiments” that they attempt to take account of the particular needs of the individual managers undergoing the training. In France, for example, CEDEP has been set up by a small number of European companies to be the centre for the continuing education of their managers. Throughout their careers, managers in these organisations will attend CEDEP for further development of their knowledge and skills. Similarly in England, most of the work of my own institution, Durham University Business School, is involved in on‐going relationships with a limited number of organisations for whom we provide in‐company management training at all levels.
In order to succeed in an action under the Equal Pay Act 1970, should the woman and the man be employed by the same employer on like work at the same time or would the woman still…
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In order to succeed in an action under the Equal Pay Act 1970, should the woman and the man be employed by the same employer on like work at the same time or would the woman still be covered by the Act if she were employed on like work in succession to the man? This is the question which had to be solved in Macarthys Ltd v. Smith. Unfortunately it was not. Their Lordships interpreted the relevant section in different ways and since Article 119 of the Treaty of Rome was also subject to different interpretations, the case has been referred to the European Court of Justice.
Examines the quality improvement process and how it is applied to individual business activities. Illustrates two examples of designing quality into a company. Recommends…
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Examines the quality improvement process and how it is applied to individual business activities. Illustrates two examples of designing quality into a company. Recommends designing the right quality process tailored to meet an organisation′s culture, customs, personality, and attitudes, based on a sound understanding of where the organisation needs to be in the future. Concludes that the emphasis of the process will be in continuous improvement. Asserts only this tailor‐made quality process can drive an organization to lasting improvement.
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David Ashton, Elizabeth Braiden and Mark Easterby‐Smith
Introduction The purpose of this monograph is to describe a practical process for the assessment of management development in organisations. This aim is achieved through the…
Abstract
Introduction The purpose of this monograph is to describe a practical process for the assessment of management development in organisations. This aim is achieved through the examination both of a framework for looking at management development in practice, and a specific procedure—the Management Development Audit—by which organisations may obtain data of direct use in the assessment of their management development systems, analysed in a way which will encourage recommendations and strategies for change. Although the monograph focuses specifically on the Management Development Audit, it is also intended to stimulate the reader's thinking in terms of examination and reflection upon their own management development systems. This may be best achieved by reflecting carefully upon the kinds of questions and issues to which the Management Development Audit addresses itself.
M. Smith and David Ashton
Many criticisms have been made about the ability of traditional evaluation measures to provide genuinely useful information. They rarely tell the trainer anything he does not…
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Many criticisms have been made about the ability of traditional evaluation measures to provide genuinely useful information. They rarely tell the trainer anything he does not already know, and investigation of their objectivity suggests that they frequently do little more than reinforce in the trainer's mind the answers he wishes to hear.
In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of…
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In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.
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Decisions on management development need to be taken by a wide range of people in different parts and at different levels of the organisation. This article looks at the…
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Decisions on management development need to be taken by a wide range of people in different parts and at different levels of the organisation. This article looks at the information needs of the main decision makers in management development, i.e. senior, line, specialist and trainee managers. It is illustrated with examples from the authors' current work in British organisations.
The management training activity is one which has developed rapidly in terms of the numbers involved and resources allocated to it. Equally rapid has been the growth of the…
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The management training activity is one which has developed rapidly in terms of the numbers involved and resources allocated to it. Equally rapid has been the growth of the specialist “professional” cloak for this activity. What, then, are the special features, current problems and future possibilities for management training, and how does it fit into the wide context of the development of the human resources in business?