... Most commentators examine the role of women in the workplace from an Anglo‐Saxon perspective. Demonstrates that things are not all that different in southern European Roman Catholic Italy. This is a précis of an article entitled “Il management al femminile”, which was originally published...

... competence in organizations, the challenge is to prepare managers of tomorrow to achieve success without relying on the aid of rational techniques and the traditional tools of “management science”. Not only do many traditional courses and tutors emphasize technical expertise, practising managers themselves...

...Chris Ashton The Rank Organisation has been attempting to become focused on business needs by rethinking the roles and competences required by practitioners. Details the organization’s background and system of management and human resource management. Concludes with a brief overview of future human...

...Charles Margerison; Dick McCann; Olivier Wyler Reports on how the Types of Work Index was used to ascertain roles of boutique managers in the LVMH group. Discusses what the different roles involve. Concludes that the exercise is a useful way for managers to share and compare information...

...Jeffrey Pfeffer Lists reasons why traditional sources of competitive success are less effective and explains why companies should concentrate on inimitable characteristics, such as organizational culture and capability. Discusses managing workforces effectively, directing people investments...

...Stephen King Reports on a two‐year collaborative research project on encouraging creativity and organizational implications by Roffey Park Management Institute and partners. Briefly discusses the first findings of the study. Describes emerging themes of the project before discussing the results...

...Phil Donnison Most training courses do not ask delegates to evaluate what they have learned, merely what they think of the course. Claims that outdoor management development courses tend to provide examples of good practice for evaluating courses. States that they also aim to improve management...

...Bruce Lloyd In interview format, discusses Robert Waterman′s new book, Frontiers of Excellence. Discusses US productivity, competitiveness,employability, and self‐directed work. © MCB UP Limited 1995 Competitiveness Employees Management Productivity USA Bruce Lloyd...

...Jan L. Carmichael Reviews the relatively slow change in attitudes about the characteristics required in management, and explores gender differences in management style. Reports on research to investigate how both“typical” and “good” managers are perceived in terms of characteristics related...

... the line manager and the members of staff. Gives a list of the corporate benefits. © MCB UP Limited 1995 Coral bookmakers Human resource management Image Management Strategy Training Barking‐based Coral bookmakers received a London area regional National Training Award 1994...

...Joan Padgham Describes how representatives are developed to succeed in competitive GP environments, by examining the policy of Searle UK, a medium‐sized pharmaceuticals company. Concludes that improving people‐management skills has to be accompanied by improved business management skills. Indicates...

... to opportunities for one to one discussion. Senior managers will be required to spend a major part of their time talking directly to employees about the need for change, expected results and the plan for change. This direct communication is often underdone because managers are loathe to undertake what can...

... heavily involved in management. It is something which Moores,from his position on the board, has championed for over 20 years. An examination of the company′s performance in 1965 showed that its recruitment system unintentionally discriminated against people because of religion and ethnic origin...

... of a sustainable action plan according to four vital guiding principles. Argues that the alignment of HRD activities with strategic organizational goals, necessary to achieving the standard, will be facilitated by the involvement of managers in their programme roles,leading to their “ownership” of the change...

...Richard Phillips Endorses the contemporary focus on empowering strategies and practices,and commends the model of the manager as coach as a key development technique which can accelerate learning and performance management when effectively applied. Considers elements central to effective coaching...

...Chris Ashton Considers the challenge faced by management at the Blackley Manufacturing site of BICC Cables when, in 1992, a multi‐faceted change programme was planned to surmount the growing threats to the plant′s survival. Analyses the process of implementing the change programme under a tight...

...Belinda Gallon Outlines an innovative blend of theory and application developed by the Salisbury Consulting Group in an attempt to address the rigidity characteristic of traditional management training. The approach is based on a simple definition of a manager (as anyone who takes responsibility...

... process as a whole. The model also ignores the significant effects of political behaviour on this process. These assumptions and characteristics will be addressed in some detail. In general, empirical studies of organizations have revealed that most decision situations facing management involve...

...Tony Ball Provides a commentary on the inadequacy of verbal communication between managers, suggesting that this fosters distrust throughout the organization. Advocates the need for a new breed of manager, with a different set of concepts and perspectives, and concludes that the role of management...

...Mike Bell Recounts the experiences of a line manager and consultant, and his attempts to transform performance appraisal for the benefit of the individual, manager and organization. Describes the methods by which appraisal was handed back to the staff, using upward feedback from internal customers...