Reviews the market for National Vocational Qualifications (NVQs) in management as well as evidence of their effectiveness for management development in Britain. Suggests that management NVQs focus on routine aspects of management and are ineffective at adding value in organizations. (SK)

Illustrates the technique of mind mapping as applied in executive education and management development. Indicates that most of the 70 students surveyed appreciated its use for recall and creative thinking, although some prefer a top-to-bottom, linear outline approach. (SK)

Responses from 97 managers in southwest England indicated the following: the marketplace is increasingly competitive and demanding; key goals of management development are competitive advantage and demonstrable return; managers need leadership and change, personal, and strategic management skills; and selection of a business school or other…

A literature review identified elements of transformational leadership and desirable learning outcomes related to it. The review suggests that management instructions should enact transformative leadership in the process of teaching about it. (Contains 31 references.) (SK)

Compares past and present forms of university and corporate executive education. Considers the benefits of a customized approach containing features of both. Identifies trends affecting executive education, such as global competition and technology change. (SK)

As Australian corporations have increased overseas activity, there has been a significant increase in international business degrees at the undergraduate and graduate levels. The curriculum is balanced between business-technical knowledge courses and cultural knowledge courses. (SK)

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)

Survey responses from 50 United Kingdom and 40 continental Europe business schools and 71 U.K. business students revealed that far more European than U.K. schools think foreign languages are integral to business administration education and that international business training is heavily Anglocentric. Students' opinions were closer to those of…

A two-day management-development course for women administrators and faculty helped them consider work and personal issues faced by female academics. Evaluation immediately and one to two years after the course found high immediate satisfaction and long-term impact on their understanding of work roles, the organization of their work lives, and…

Managers working in different cultures need such skills as empathy, flexibility, acceptance of relativity, and tolerance of ambiguity. A business administration curriculum based on the Myers Briggs Type Indicator seeks to raise awareness of cultural differences, develop students' cultural "antennae," and improve cross-cultural…

A British college offered National Vocational Qualifications (NVQs) in management, expecting an influx of adult students, but few enrolled. A survey of 200 employed managers (85% response) and 100 unemployed (63%) revealed high awareness of NVQs but perceptions that they are irrelevant and bureaucratic. Employees did not share employers'…

Responses from 90 management development graduates (of 293 surveyed) from 1989-2000 reported that the program had a positive impact on career advancement and professional development. They believed it helped their organizations deal with and manage change but did not have an impact on succession planning or gender equity. (Contains 32 references.)…

Discusses a case study of Cummins Engine Company's partnership with a university for development of supervisors and middle managers which identified success factors for cooperative efforts: flexibility, a wider focus on knowledge and skills needed, and recognition for participants in the form of valid university qualifications. (SK)

Interviews with 30 human resource managers and faculty and case studies of British companies reveal a growing but segmented market for management education. Business schools are advised to know their market, focus on a niche, and build a critical mass of clients. (SK)

Management development programs are often focused on the participant rather than on the sponsoring organization or employer. Employers send people for the wrong reasons and are unhappy with the results. Providers of Masters of Business Education degrees can make the program more meaningful to all concerned. (Contains 16 references.) (JOW)