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Journal of Management… | 14 |
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Betters-Reed, Bonita L. | 1 |
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Carr, Adrian – Journal of Management Development, 1997
Points out the dangers of metaphorical thinking in management development and organizational theory. Explores the notion of the learning organization as metaphor. (SK)
Descriptors: Change Strategies, Management Development, Metaphors, Organizational Theories

Giglio, Leo; Diamante, Thomas; Urban, Julie M. – Journal of Management Development, 1998
Coaching can help executives deal with organizational change by focusing on objectives, developing resilience, and building interpersonal skills. Coach and executive move through phases of building commitment and facilitating personal transformation. (SK)
Descriptors: Administrators, Leaders, Management Development, Motivation

Morgan, Sandra; Dennehy, Robert F. – Journal of Management Development, 1997
Based on the premise that storytelling is a powerful tool, a model of good organizational storytelling is outlined. The use of stories in management development as a way of understanding organizations as well as ways to enhance managerial storytelling skills are addressed. (SK)
Descriptors: Imagery, Leadership, Management Development, Organizations (Groups)

Dunphy, Dexter; And Others – Journal of Management Development, 1997
Critiques the literature on learning organizations, arguing that it does not indicate how organizational learning relates to business performance or strategic realignment. Asserts that the key characteristic of the learning organization is creation and use of personal and corporate competencies. (SK)
Descriptors: Competence, Corporations, Management Development, Organizational Development

Overmeer, Willem – Journal of Management Development, 1997
Notes defensive actions and routines undermine core competencies and inhibit organizational learning. Discusses a solution of management development "in action," which integrates process and content and facilitates development of a learning organization that is able to engage in double-loop learning. (SK)
Descriptors: Business Administration, Competence, Corporations, Defense Mechanisms

Gronn, Peter – Journal of Management Development, 1997
Criticizes popular models such as transformational leadership, suggesting leaders need to focus on constructivism and contextualism. Points out the narrowness of the "great man" model fostered in English public schools, arguing for expansion of leadership development options. (SK)
Descriptors: Foreign Countries, Leaders, Leadership Training, Management Development

Cheng, Mei-I.; Dainty, Andrew R. J.; Moore, David R. – Journal of Management Development, 2003
There are disparities in definitions and assessment of competence in the United Kingdom and United States. Each perception is incomplete and fails to address the dynamic environment and contexts of management performance. An alternative approach integrates elements of both, emphasizing issues central to achieving enhanced performance. (Contains 36…
Descriptors: Administrators, Competence, Cross Cultural Studies, Definitions

McEvoy, Glenn M.; Buller, Paul F. – Journal of Management Development, 1997
Effective outdoor management development programs have certain features: emotional intensity, psychological safety, consequences, enhancement of self-confidence, use of metaphors, unpredictability, peak performance experiences, multiple skill/knowledge types, development of the whole person, and focus on transfer. They succeed because they sustain…
Descriptors: Experiential Learning, Management Development, Outdoor Education, Program Effectiveness

Betters-Reed, Bonita L.; Moore, Lynda L. – Journal of Management Development, 1995
Women will not make significant advances until the focus shifts from gender awareness to multicultural awareness. Management development must shift from assuming that white women are normative professional models to an inclusive perspective that recognizes women's diversity. (SK)
Descriptors: Cultural Pluralism, Feminism, Management Development, Minority Groups

Lewis, Andrea E.; Fagenson, Ellen A. – Journal of Management Development, 1995
Comparison of advantages and disadvantages of three types of management development for women (single sex, mixed sex, and mentoring) concludes that, despite some strengths, single-sex programs risk further isolating women and perpetuating occupational sex segregation. Integrating men and women in management training and mentoring has the best…
Descriptors: Coeducation, Equal Opportunities (Jobs), Management Development, Mentors

Elliott, Gregory; Glaser, Stan – Journal of Management Development, 1998
Discusses an Australian task-force report on future needs of management, addressing from a business education viewpoint the issues of philosophy of management education, theory versus practice, government role, curriculum renewal, technology, and the nature of management. (SK)
Descriptors: Business Administration Education, Educational Change, Educational Philosophy, Foreign Countries

Poulet, Roger – Journal of Management Development, 1997
Management development programs should be considered a way to reenergize organizations. Their effectiveness should be measured by managers' intention to use new knowledge. Barriers to new actions should be minimized and the practice of new actions/skills reinforced so they become continuous and long term. (SK)
Descriptors: Business Administration, Evaluation Utilization, Intention, Management Development

Dobbins, Richard; Pettman, Barrie O. – Journal of Management Development, 1997
Business skills described are as follows: think creatively, set goals, implement a winning business strategy, implement a winning marketing strategy, be excellent at selling, negotiate better deals, give leadership, understand financial implications, and manage time well. A bibliography contains 90 references categorized by the nine skills. (SK)
Descriptors: Administrator Characteristics, Administrator Qualifications, Creativity, Goal Orientation

Keys, J. Bernard, Ed.; And Others – Journal of Management Development, 1995
Includes "Management Studies at Oxford" (Snow); "Building Organizations that Learn" (Fulmer); "Inter Cultural Management Associates" (Garcel); "Center for Creative Leadership" (Noer); "Applying New Science Theories in Leadership Development Activities" (Stumpf); and "An Academic Model of…
Descriptors: Business Administration Education, Chaos Theory, Creativity, Cross Cultural Training