Executive DevelopmentTable of Contents for Executive Development. List of articles from the current issue, including Just Accepted (EarlyCite)https://www.emerald.com/insight/publication/issn/0953-3230/vol/8/iss/7?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestExecutive DevelopmentEmerald Publishing LimitedExecutive DevelopmentExecutive Developmenthttps://www.emerald.com/insight/proxy/containerImg?link=/resource/publication/journal/4e67af4d9f8ced24cc2feead828efbf6/UNKNOWNhttps://www.emerald.com/insight/publication/issn/0953-3230/vol/8/iss/7?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestErratumhttps://www.emerald.com/insight/content/doi/10.1108/09533239510099075/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/09622519410771691. When citing the article, please cite: Richard Phillips, (1994) “Coaching for Higher Performance”, Management Development Review, Vol. 7 Iss: 5, pp. 19 - 22.Erratum
Executive Development, Vol. 8, No. 7, pp.5-7
This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/09622519410771691. When citing the article, please cite: Richard Phillips, (1994) “Coaching for Higher Performance”, Management Development Review, Vol. 7 Iss: 5, pp. 19 - 22.]]>
Erratum10.1108/09533239510099075Executive Development1995-12-01© 1995 Executive Development871995-12-0110.1108/09533239510099075https://www.emerald.com/insight/content/doi/10.1108/09533239510099075/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 1995
Why do managers need myths?https://www.emerald.com/insight/content/doi/10.1108/09533239510099084/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestReview 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.Why do managers need myths?
Brenda Hughes
Executive Development, Vol. 8, No. 7, pp.8-10
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.]]>
Why do managers need myths?10.1108/09533239510099084Executive Development1995-12-01© 1995 Brenda HughesExecutive Development871995-12-0110.1108/09533239510099084https://www.emerald.com/insight/content/doi/10.1108/09533239510099084/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 1995
Releasing middle management potential: part 2https://www.emerald.com/insight/content/doi/10.1108/09533239510099093/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestOutlines 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.Releasing middle management potential: part 2
Philippa Dixon
Executive Development, Vol. 8, No. 7, pp.11-13
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.]]>
Releasing middle management potential: part 210.1108/09533239510099093Executive Development1995-12-01© 1995 Philippa DixonExecutive Development871995-12-0110.1108/09533239510099093https://www.emerald.com/insight/content/doi/10.1108/09533239510099093/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 1995
Introducing 360‐degree feedback: the benefits and pitfallshttps://www.emerald.com/insight/content/doi/10.1108/09533239510099101/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestConsiders 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.Introducing 360‐degree feedback: the benefits and pitfalls
Christopher Rowe
Executive Development, Vol. 8, No. 7, pp.14-20
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.]]>
Introducing 360‐degree feedback: the benefits and pitfalls10.1108/09533239510099101Executive Development1995-12-01© 1995 Christopher RoweExecutive Development871995-12-0110.1108/09533239510099101https://www.emerald.com/insight/content/doi/10.1108/09533239510099101/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 1995
A local authority management development programmehttps://www.emerald.com/insight/content/doi/10.1108/09533239510099110/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestEvaluates 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 local authority management development programme
Stephen Willcocks, Tony Conway
Executive Development, Vol. 8, No. 7, pp.21-25
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 local authority management development programme10.1108/09533239510099110Executive Development1995-12-01© 1995 Stephen WillcocksTony ConwayExecutive Development871995-12-0110.1108/09533239510099110https://www.emerald.com/insight/content/doi/10.1108/09533239510099110/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 1995
A challenge to managers: five ways to improve employee moralehttps://www.emerald.com/insight/content/doi/10.1108/09533239510099129/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestDiscusses 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.A challenge to managers: five ways to improve employee morale
Hampton Hopkins
Executive Development, Vol. 8, No. 7, pp.26-28
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.]]>
A challenge to managers: five ways to improve employee morale10.1108/09533239510099129Executive Development1995-12-01© 1995 Hampton HopkinsExecutive Development871995-12-0110.1108/09533239510099129https://www.emerald.com/insight/content/doi/10.1108/09533239510099129/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 1995
Preparing for tomorrowhttps://www.emerald.com/insight/content/doi/10.1108/09533239510099138/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestExamines 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.Preparing for tomorrow
Neville Benbow
Executive Development, Vol. 8, No. 7, pp.29-30
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.]]>
Preparing for tomorrow10.1108/09533239510099138Executive Development1995-12-01© 1995 Neville BenbowExecutive Development871995-12-0110.1108/09533239510099138https://www.emerald.com/insight/content/doi/10.1108/09533239510099138/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 1995