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…

A management development project at a daily newspaper in Southern California used the formative evaluation process as a strategy for organizational improvement. The process involved building teams of circulation managers, based on the assumption that the best managers have positive self-concepts and that managers' self-concepts can be enhanced by…

Reports on survey of 28 federal and military executives drawn from participants in seminar workshops in organizational development through team building. Participants reported improved ability to resolve interpersonal conflict, reward employees, confront unacceptable performers, motivate and communicate with subordinates, build trust, manage time,…

Assesses the effectiveness of the Team Management Index and raises questions about measurement techniques. Argues that data collection can never provide complete proof of a link between interventions and organizational change. Suggests that evaluators study a team's change process. (SK)

This examination of the organizational development model of change as it applies to management development within a complex organization of higher education includes some practical results from applying this model and insights into how to manage a public or private organization. (MBR)

Describes nine components involved in developing an effective instructional leadership team. Includes nine references. (MD)

This book offers a set of stories in which corporate executives demonstrate the folly and futility of their own business practices. In the stories, 12 executives are trying to escape from a hell of their own making. The tales provide insights into the management woes with which people at all levels deal on a daily basis. Topics include: the…

Created in response to requests from organizations across the country that wanted help in establishing teams for many purposes, this guide is an easy-to-use recipe book on the essential areas of teaming. It does not cover all the aspects of teaming, but focusses on the essential components of team development necessary for a team to function. The…

Explains the importance of developing empowered employees, outlines stages of supervisory growth from administrator to coach, defines sources of the supervisory power base, explores differences between traditional and empowered thinking in job design, and describes how to build an organizational learning culture. (SK)

This book is aimed at managers, chief executives, personnel directors, and all those who want to know what action learning can do for their organizations. Part 1 (Chapters 1-3) provides a general introduction to action learning. It describes the underlying theory and principles of action learning and the benefits that organizations can expect to…

A practical view is offered to leaders, managers, and teams of how to think about their companies and reinvent them without losing the value and knowledge embedded in their current organization. Organizations can break through challenges and recognize entirely new business opportunities through the creation of interlocking, boundary-crossing…

Describes a small-scale comparative study of management development in various public- and private-sector organizations in the West Midlands, England. Interview data were gathered from 15 managers in 5 organizations. Findings showed disparity between organizational intent and workplace reality. Effective management development requires a strong…

Includes "Joining Forces" (Lindamood); "Spiritual Dimension of the Learning Organisation" (Hawkins); "Management--A 'Spiritual' Foundation?" (Nevard); "Hermit in Organisations" (Murray); "Towards a Spiritual Perspective on Behavior at Work" (Henson); "On Uncertainty" (Adlam); "Spirituality in Organisations" (Lee); "Ecological Organisation" (Conn);…

In this account of practice, the authors introduce a variant of classic action learning, called developmental action learning (DAL). The DAL model, derived from cognitive development theory, introduces conventional learning modules prior to the more intensive set experience. It also calls for facilitation designed to help participants, selected…

This presentation describes the principles and policies underlying the successful management development program at Hewlett-Packard Company, a manufacturer of electronic instruments and components. The company is organized into relatively independent product divisions with decentralized decision-making responsibilities, flexible working hours, and…