Executive Development: Volume 3 Issue 3
Table of contents
The Top‐flight initiative at British Airways – Part 2
Brian O′NeillSecond of two articles focuses on cultural and attitudinal factorsthat are potential stumbling‐blocks to corporately driven initiativesfor systematic change. Considers short‐term…
Keeping the Company fit
Maria WhitemanNotes that corporate fitness has emerged as an extension of healthprovision. Argues that in‐house fitness facilities are not an expensiveextra but that the benefits of a corporate…
So you think you’re a good judge of character?
Mark BrownRefers to a training package of the same name. Describes thedangers of “pigeon‐holing” people and recommends that a goodjudge of character should be an explorer. Provides a…
Getting Executive Development right
Lorraine Hartnagel, Brian H KleinerExplores the requirements of successful executive developmentprogrammes and looks at three superior examples in the USA. Describeshow extensive CEO involvement is essential and…
Management by Subjective
Duncan CollinsSuggests the need to take a fresh look at management by objectives(MBO). Reviews MBO theory and practise and proposes management bysubjective (MBS) offering a way of achieving…
Management training for Polish managers
Steve CarterReports on the experience of 14 Polish managers undergoingmanagement training in the UK. The two‐stage programme is described.Stage one is a core programme dealing with aspects of…
East meets West in Cheshire
W Richard FrederickDescribes a computer‐based business strategy simulation –”MERCATOR”‐ played over four days and including two Russianbusiness men. Pitting five manufacturing companies against each…
British Telecom shops: Developing Customer Care
Roger GreenwoodDescribes the “Coaching for Retail Professionals”training aimed at all BT employees. Reports that successful personaldevelopment resulted in a six per cent increase in…
Executive learning as a strategic weapon
Robert FulmerDiscusses the purpose of executive development. Argues thatmaintenance learning which often misses changes, and crisis‐driven shocklearning can aggravate the problems they are…