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This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/02621719610116782. When citing the article, please cite: Stuart D. Francis, Peter C. Mazany, (1996), “Developing elements of a learning organization in a metropolitan ambulance service: Strategy, team development and continuous improvement”, Journal of Management Development, Vol. 15 Iss: 4, pp. 4 - 19.

First, presents a new model for developing a learning organization which is well within the grasp of today’s organizations, since many of these already have the main components which provide the platform for this. Second, provides four measures of how an experiential workshop used to develop learning organization components may be evaluated. Despite huge international popularity for experiential workshops, effectiveness measurements are rarely used. Third, presents a case study of how to begin developing a learning organization through developing middle management in a metropolitan ambulance service.

An exploratory study examines the relationships between particular managerial practices and qualities of soft intelligence information provided by the sales forces of firms responding to a mail survey. The hypotheses explored were formulated from a review of the literature and anecdotal data. Among the findings are positive associations between managerial practices designed to improve the information provided by the salesforce ‐ such as training, involvement in decision making, recognition and performance evaluation ‐ and various dimensions of the information gleaned from the salesforce. This paper recommends the use of the salesforce as a source of marketing information, and identifies key managerial practices which may be used to improve the flow of information from the salesforce to the organisation's information system.

This special “Anbar Abstracts” issue of the Health Manpower Management is split into five sections covering abstracts under the following headings: Management tools; Participation/roles; Types of change; Management Implementation.