Emerald | Executive Development | Table of Contents

Coaching for higher performance

literatinetwork@emeraldinsight.com (Richard Phillips) — Fri, 01 Dec 1995 00:00:00 +0000

Abstract

Examines the nature of coaching and best practice in business and beyond. Coaching is distinguished from other activities by its emphasis on learning as the way in which a manager adds value in an organization. Insights on how the coach-learner relationship works best are offered. A key success factor of “flexibility” frequently emerges from discussions with coaches and learners. In practice, this means that coaches must have a range of options in coaching rather than a single solution.

Why do managers need myths?

literatinetwork@emeraldinsight.com (Brenda Hughes) — Fri, 01 Dec 1995 00:00:00 +0000

Abstract

Review of existing theory defines myth as a potent and powerful force, often buried deep in our mindsets, which helps shape our thinking and consequently our actions and behaviour. Questions the role and function of myth in the life of managers and the influence of myth on organizations. Attempts to increase understanding of the power of myth to communicate and engender commitment, beliefs and existing cultures by looking at the mythical element embedded in symbols, stories and language. Research reported here and which is ongoing, suggests managers do in fact often act and make decisions based on mythical realities; that myths contribute to maintenance of the status quo and an unhealthy reliance on past memories and experience. Myths held dear by managers thus inhibit the learning and change so vital to all who live in a world which is dominated by change.

Releasing middle management potential: part 2

literatinetwork@emeraldinsight.com (Philippa Dixon) — Fri, 01 Dec 1995 00:00:00 +0000

Abstract

Outlines some ideas to help companies create a culture which supports middle management development. Ideas are based on research findings among privatized companies and other academic research. Presents a number of recommendations to encourage organizations to re-evaluate the role of their middle managers.

Introducing 360-degree feedback: the benefits and pitfalls

literatinetwork@emeraldinsight.com (Christopher Rowe) — Fri, 01 Dec 1995 00:00:00 +0000

Abstract

Considers the benefits and pitfalls of 360-degree feedback – drawing from experiences at British Petroleum (BP) and current thinking at British Aerospace (BAe), Brough. A distinction is made between “assessment” and “development” (necessary for understanding what appraisal is trying to achieve) and the different forms of appraisal – downward, upward, peer and self – are defined. The BAe Brough appraisal scheme is outlined and reference made to a “Manager as a Developer” training programme where the notion of 360-degree feedback is being considered. Suggests there are 11 key issues that should be considered when introducing upward appraisal and that most of these also apply to peer appraisal and self appraisal. The BP scheme is used as a model for contrasting the author's own views and those of his BAe colleagues. Concludes by warning of the dangers associated with 360-degree feedback and favours, in most instances, an “informal, voluntary, qualitative” approach.

A local authority management development programme: behavioural versus cognitive development?

literatinetwork@emeraldinsight.com (Stephen Willcocks, Tony Conway) — Fri, 01 Dec 1995 00:00:00 +0000

Abstract

Evaluates a competence-based management development programme for a public sector client. Utilizes qualitative methodology to gather data about the impact of the programme on participants' behaviour and skills. The focus is a large city council, and the participants are from a varied occupational background, e.g. careers, environmental health, social work. Concludes that while behavioural changes are evident, there is also continued merit in the more traditional academic aspects of development.

A challenge to managers: five ways to improve employee morale

literatinetwork@emeraldinsight.com (Hampton Hopkins) — Fri, 01 Dec 1995 00:00:00 +0000

Abstract

Discusses employee development opportunities as a method of improving employee morale and motivation on the job. The five operational ways to improve employee morale are: social gatherings, which include such activities as picnics, philanthropic work, and parties; employee recognition, which includes awards, promotions and thank-yous; continuing education, which includes workshops and conferences; employee meetings, which include complaint sessions, brainstorming, and discussion forums; and empowerment, which includes involving employees through responsibility.

Preparing for tomorrow

literatinetwork@emeraldinsight.com (Neville Benbow) — Fri, 01 Dec 1995 00:00:00 +0000

Abstract

Examines the results of research to establish how leaders view their development, their responsibilities and their succession, together with their vision on social issues. Concludes that leaders have recognized the gravity of external threat from global competition and greater regulation. They are also aware of the need to broaden their responsibility for employees, dependents and the immediate community.