Points out the dangers of metaphorical thinking in management development and organizational theory. Explores the notion of the learning organization as metaphor. (SK)

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)

Narratives express the richness and diversity of experience and challenge simplistic analyses of management issues. Narrative can be a valuable tool for conveying the reality of managerial situations to participants in management development. (Contains 35 references.) (SK)

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)

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)

Describes expansive leaders as continuous learners who have an external focus (learning and developing technology, organizations, and work teams) and/or an internal focus (developing themselves and their relationships with others). Offers diagnostic questions for assessing individual expansiveness and strategies for enhancing it. (Contains 32…

Analysis of a study of 16 businesses that recently internationalized identified five stages of the process: aspirational, procedural, behavioral, interactional, and conceptual. Needs for management learning varied with each stage, mostly involving tacit knowledge; reflective, action-oriented approaches; and generative double-loop learning. (SK)

A case study of a Canadian health care organization and a Delphi study with a sample of subject-matter experts identified five themes for management training and development: continued tight financial constraints; greater accountability; need for better staff development and evaluation; cooperative resource sharing for management training; and…

Application of adult learning principles was examined in a class for 30 managers of advanced-technology firms. Use of the principles contributed to acquisition, retention, and transfer of learning and a long-term impact on companies. Participants valued the relevance of content, the balance of technical and management skills, and the inviting…

Managers in service and manufacturing organizations (n=433) identified top practices for improving their performance as focus, feedback, and learning from experience. There was a disparity between the management development they want and what organizations provide. (SK)

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)

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)

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…

Managers trained in executive education programs (n=203) identified ways in which management education can increase an organization's competitive advantage: exposure to new ideas and practices, skill development, and motivation. Characteristics of effective management education included experience-based learning orientation, credible instructors,…

A British study of 29 providers of competency-based management training to small and medium-sized enterprises (SMEs) and a survey of 591 SMEs revealed that the value of National Vocational Qualifications (NVQs) was unclear to both groups. Providers felt NVQs lacked relevance to SMEs and were time consuming. Some SMEs participated only because…