This paper discusses the use of specification grading in sport management courses. The process organizes assignments around grading bundles and evaluates students as either Satisfactory or Unsatisfactory in meeting each assignment. A token system is created to provide flexibility to the students. There are advantages to using specification…

My academic leadership journey was challenged by multiple factors, ranging from underprivileged households, poor school, inadequacy of academic writing skills, heavy university loads, and full-time job responsibilities. My academic journey influenced my supervision. It was marred by delayed completion of academic projects and throughput. The…

This paper considers the case for reform of management structures in UK universities and offers proposals for change. The model of top-down, performance-led management that characterises many institutions is both outmoded and ill-suited to the challenges of an increasingly turbulent higher education sector. Drawing on the experiences of a…

The article presents and illustrates the learning journey (LJ)--a new management development approach to inter-organisational learning based on observation, reflection and problem-solving. The LJ involves managers from different organisations and applies key concepts of action learning and systemic organisational development. Made up of…

This account of practice outlines how action learning was used as the key component of a leadership development initiative for managers in an acute hospital setting. It explains how the initiative was conceived, why action learning was chosen and how action learning principles were incorporated. Insights into the outcomes and considerations for…

In recognition of its increasing importance, many organizations make periodic assessments of their training and development activity. The objective of the present study was to extend the concept of capacity building to the assessment of training and development activity in an automobile component manufacturing organization, using a developed and…

This paper investigates the differences in the discursive patterning of cases in Law and Management. It examines a corpus of 271 Law and Management cases and discusses the kind of information that these two disciplines call for and how discourses are constructed in discursive hierarchical patterns. A discursive hierarchical pattern is a model…

A study of 37 people who have gone through a one-day assessment center measures the reactions of participants (equally divided into high and low scorers) to their experiences, and compares the reactions of high scorers with those of low scorers. Recommendations are made for the use of assessment centers. (MLF)

Compares the management styles of Japan and the United States. (JOW)

Explores physical indeterminacy in respect of women teachers in management development. Poses questions about the responses available to individual women when "facing up" to the fact that they are a semiotic item that is purchased and consumed by management. Suggests feminist poststructuralist theory to help women escape from the tyranny…

Explores issues concerning the empowerment of students in management while focusing on the relationship between the educational implications of empowering students and the post-educational experiences of interacting within hierarchical organizations. Explores underlying issues through the thoughts of writers from the neo-Lukacsian,…

Recommends giving women "proactive" training, which means training to prepare them for more responsibility rather than to correct inadequacies. (Author/JM)

Describes an Internet resource, the management archive that can help students learn how to become better executives and help instructors become better instructors. (SR)

Managerial expertise is composed of seven skills: communicating, working with the team, leading, planning, organizing, directing and controlling, and managing personnel. The author describes several practical, hands-on exercises to develop and reinforce management trainees' potential in each of these areas of competence. (CT)

Principles of effective management commonly violated by educational institutions include: (1) unity of command; (2) division or specialization of labor; (3) delegation of authority; and (4) authority equal to responsibility. (JMF)