Management Development ReviewTable of Contents for Management Development Review. List of articles from the current issue, including Just Accepted (EarlyCite)https://www.emerald.com/insight/publication/issn/0962-2519/vol/10/iss/7?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestManagement Development ReviewEmerald Publishing LimitedManagement Development ReviewManagement Development Reviewhttps://www.emerald.com/insight/proxy/containerImg?link=/resource/publication/journal/07414216e6a672f69afc57e755d572f6/UNKNOWNhttps://www.emerald.com/insight/publication/issn/0962-2519/vol/10/iss/7?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestHappy ever after?https://www.emerald.com/insight/content/doi/10.1108/EUM0000000004442/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestOnce upon a time, companies were like ocean liners. Anyone fortunate enough to secure a berth cruised through a career and disembarked at retirement age. Those days have gone, probably for ever. Argues that it is no good believing things can be the same, only a bit different. A fundamental rethink is needed, involving the individual, the company and society at large.Happy ever after?
Management Development Review, Vol. 10, No. 7, pp.244-245
Once upon a time, companies were like ocean liners. Anyone fortunate enough to secure a berth cruised through a career and disembarked at retirement age. Those days have gone, probably for ever. Argues that it is no good believing things can be the same, only a bit different. A fundamental rethink is needed, involving the individual, the company and society at large.]]>
Happy ever after?10.1108/EUM0000000004442Management Development Review1997-12-01© 1997 Management Development Review1071997-12-0110.1108/EUM0000000004442https://www.emerald.com/insight/content/doi/10.1108/EUM0000000004442/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 1997
Hungry for feedback?https://www.emerald.com/insight/content/doi/10.1108/EUM0000000004443/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestHighlights the increasing interest in how and why employees seek feedback on their performance, the role it plays in their ability to learn from past behavior and improve on it, and the consequent importance it has for the company.Hungry for feedback?
Management Development Review, Vol. 10, No. 7, pp.246-248
Highlights the increasing interest in how and why employees seek feedback on their performance, the role it plays in their ability to learn from past behavior and improve on it, and the consequent importance it has for the company.]]>
Hungry for feedback?10.1108/EUM0000000004443Management Development Review1997-12-01© 1997 Management Development Review1071997-12-0110.1108/EUM0000000004443https://www.emerald.com/insight/content/doi/10.1108/EUM0000000004443/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 1997
Is your boss bypassing you?https://www.emerald.com/insight/content/doi/10.1108/EUM0000000004444/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestEvil communications corrupt good manners ‐ and a good deal more besides. Examines what to do when a superior is interfering in the day‐to‐day running of your department.Is your boss bypassing you?
Management Development Review, Vol. 10, No. 7, pp.249-251
Evil communications corrupt good manners ‐ and a good deal more besides. Examines what to do when a superior is interfering in the day‐to‐day running of your department.]]>
Is your boss bypassing you?10.1108/EUM0000000004444Management Development Review1997-12-01© 1997 Management Development Review1071997-12-0110.1108/EUM0000000004444https://www.emerald.com/insight/content/doi/10.1108/EUM0000000004444/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 1997
Flat organizations can puncture employee moralehttps://www.emerald.com/insight/content/doi/10.1108/EUM0000000004445/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestYour company may be flatter, leaner and fitter, but how do the employees feel about it? While modern work methods can bring about significant advantages for the workforce, some feel there can also be important drawbacks.Flat organizations can puncture employee morale
Management Development Review, Vol. 10, No. 7, pp.252-253
Your company may be flatter, leaner and fitter, but how do the employees feel about it? While modern work methods can bring about significant advantages for the workforce, some feel there can also be important drawbacks.]]>
Flat organizations can puncture employee morale10.1108/EUM0000000004445Management Development Review1997-12-01© 1997 Management Development Review1071997-12-0110.1108/EUM0000000004445https://www.emerald.com/insight/content/doi/10.1108/EUM0000000004445/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 1997
All work and no play may be harming your businesshttps://www.emerald.com/insight/content/doi/10.1108/EUM0000000004446/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestLaughter, play and a sense of humor are key tools for improving communication. They can help team members to become more creative, collaborative and customer‐centered. They can also lower stress and accelerate learning. Claims that, without humour at the workplace, there can be no real empowerment.All work and no play may be harming your business
Management Development Review, Vol. 10, No. 7, pp.254-255
Laughter, play and a sense of humor are key tools for improving communication. They can help team members to become more creative, collaborative and customer‐centered. They can also lower stress and accelerate learning. Claims that, without humour at the workplace, there can be no real empowerment.]]>
All work and no play may be harming your business10.1108/EUM0000000004446Management Development Review1997-12-01© 1997 Management Development Review1071997-12-0110.1108/EUM0000000004446https://www.emerald.com/insight/content/doi/10.1108/EUM0000000004446/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 1997
How far can you go?https://www.emerald.com/insight/content/doi/10.1108/EUM0000000004457/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestHow far can an employer go in favouring women when taking on staff or promoting someone, and still remain within the bounds of European law? What has a state or an employer the right to do in order to ensure that jobs are shared fairly between men and women? The European Commission has tried to answer these sensitive questions following a recent European Court of Justice ruling.How far can you go?
Management Development Review, Vol. 10, No. 7, pp.256-257
How far can an employer go in favouring women when taking on staff or promoting someone, and still remain within the bounds of European law? What has a state or an employer the right to do in order to ensure that jobs are shared fairly between men and women? The European Commission has tried to answer these sensitive questions following a recent European Court of Justice ruling.]]>
How far can you go?10.1108/EUM0000000004457Management Development Review1997-12-01© 1997 Management Development Review1071997-12-0110.1108/EUM0000000004457https://www.emerald.com/insight/content/doi/10.1108/EUM0000000004457/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 1997
Creative teams at Hewlett‐Packardhttps://www.emerald.com/insight/content/doi/10.1108/EUM0000000004447/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestHewlett‐Packard has earned a reputation for excellent products and methods of production. Illustrates the role which creative teams have played in the company’s success.Creative teams at Hewlett‐Packard
Management Development Review, Vol. 10, No. 7, pp.258-260
Hewlett‐Packard has earned a reputation for excellent products and methods of production. Illustrates the role which creative teams have played in the company’s success.]]>
Creative teams at Hewlett‐Packard10.1108/EUM0000000004447Management Development Review1997-12-01© 1997 Management Development Review1071997-12-0110.1108/EUM0000000004447https://www.emerald.com/insight/content/doi/10.1108/EUM0000000004447/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 1997
Winning is as easy as … ABBhttps://www.emerald.com/insight/content/doi/10.1108/EUM0000000004448/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestLike so much else at transport‐equipment and electrical giant ABB, management development is based on achieving a distinctive balance between national and international competencies. Highlights how the company seeks to provide a role model for today’s multinationals.Winning is as easy as … ABB
Management Development Review, Vol. 10, No. 7, pp.261-262
Like so much else at transport‐equipment and electrical giant ABB, management development is based on achieving a distinctive balance between national and international competencies. Highlights how the company seeks to provide a role model for today’s multinationals.]]>
Winning is as easy as … ABB10.1108/EUM0000000004448Management Development Review1997-12-01© 1997 Management Development Review1071997-12-0110.1108/EUM0000000004448https://www.emerald.com/insight/content/doi/10.1108/EUM0000000004448/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 1997
Cable and Wireless makes the right connectionshttps://www.emerald.com/insight/content/doi/10.1108/EUM0000000004449/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestCo‐ordinating the moves of employees from one country to another in a multinational like Cable and Wireless is a major challenge. The company’s international resourcing and development unit helps to make the process smoother ‐ without being seen as a costly overhead.Cable and Wireless makes the right connections
Management Development Review, Vol. 10, No. 7, pp.263-264
Co‐ordinating the moves of employees from one country to another in a multinational like Cable and Wireless is a major challenge. The company’s international resourcing and development unit helps to make the process smoother ‐ without being seen as a costly overhead.]]>
Cable and Wireless makes the right connections10.1108/EUM0000000004449Management Development Review1997-12-01© 1997 Management Development Review1071997-12-0110.1108/EUM0000000004449https://www.emerald.com/insight/content/doi/10.1108/EUM0000000004449/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 1997
Supervisors shine at Pilkington Glasshttps://www.emerald.com/insight/content/doi/10.1108/EUM0000000004450/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestA training programme for supervisors at the float‐glass manufacturing subsidiary of UK glassmaker Pilkington boosted supervisors’ skills, increased quality and cut costs. Savings resulting from just one of the programme’s 44 projects have more than paid for the programme as a whole. Total savings from all the projects outstripped the costs of the training programme many times over. Explores the programme in detail.Supervisors shine at Pilkington Glass
Management Development Review, Vol. 10, No. 7, pp.265-267
A training programme for supervisors at the float‐glass manufacturing subsidiary of UK glassmaker Pilkington boosted supervisors’ skills, increased quality and cut costs. Savings resulting from just one of the programme’s 44 projects have more than paid for the programme as a whole. Total savings from all the projects outstripped the costs of the training programme many times over. Explores the programme in detail.]]>
Supervisors shine at Pilkington Glass10.1108/EUM0000000004450Management Development Review1997-12-01© 1997 Management Development Review1071997-12-0110.1108/EUM0000000004450https://www.emerald.com/insight/content/doi/10.1108/EUM0000000004450/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 1997
Centres of excellence at Texas Instrumentshttps://www.emerald.com/insight/content/doi/10.1108/EUM0000000004451/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestDallas‐based Texas Instruments has formed centres of excellence, to train people to meet the company’s future needs and help to place employees where they are needed most. Explores how the system works.Centres of excellence at Texas Instruments
Management Development Review, Vol. 10, No. 7, pp.268-270
Dallas‐based Texas Instruments has formed centres of excellence, to train people to meet the company’s future needs and help to place employees where they are needed most. Explores how the system works.]]>
Centres of excellence at Texas Instruments10.1108/EUM0000000004451Management Development Review1997-12-01© 1997 Management Development Review1071997-12-0110.1108/EUM0000000004451https://www.emerald.com/insight/content/doi/10.1108/EUM0000000004451/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 1997
Kodak develops a new way of workinghttps://www.emerald.com/insight/content/doi/10.1108/EUM0000000004452/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestWhen Eastman Kodak decided to change from a traditional organization aligned by function to a focus on customers and corporate success, it recognized the fact that teams outperform individuals. At a recent Management Summit conference held in London, Henri‐Dominique Petit, vice‐president and general manager, European, African and Middle Eastern region, explained how cross‐functional teams are established to empower people and the company as a whole.Kodak develops a new way of working
Management Development Review, Vol. 10, No. 7, pp.271-272
When Eastman Kodak decided to change from a traditional organization aligned by function to a focus on customers and corporate success, it recognized the fact that teams outperform individuals. At a recent Management Summit conference held in London, Henri‐Dominique Petit, vice‐president and general manager, European, African and Middle Eastern region, explained how cross‐functional teams are established to empower people and the company as a whole. ]]>
Kodak develops a new way of working10.1108/EUM0000000004452Management Development Review1997-12-01© 1997 Management Development Review1071997-12-0110.1108/EUM0000000004452https://www.emerald.com/insight/content/doi/10.1108/EUM0000000004452/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 1997
GE Plastics builds teams out of rivalshttps://www.emerald.com/insight/content/doi/10.1108/EUM0000000004453/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestGE Plastics, a division of the General Electric Co., came up with a simple yet powerful idea for teambuilding ‐ by putting its employees to work helping the community. Describes the scheme in detail.GE Plastics builds teams out of rivals
Management Development Review, Vol. 10, No. 7, pp.273-275
GE Plastics, a division of the General Electric Co., came up with a simple yet powerful idea for teambuilding ‐ by putting its employees to work helping the community. Describes the scheme in detail.]]>
GE Plastics builds teams out of rivals10.1108/EUM0000000004453Management Development Review1997-12-01© 1997 Management Development Review1071997-12-0110.1108/EUM0000000004453https://www.emerald.com/insight/content/doi/10.1108/EUM0000000004453/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 1997
Lessons in teamwork: the 3M experiencehttps://www.emerald.com/insight/content/doi/10.1108/EUM0000000004454/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestParticipation, teamwork, innovation, risk‐taking and empowerment. We all know the buzz words. But how do we bring the concepts successfully to fruition? Provides some important clues.Lessons in teamwork: the 3M experience
Management Development Review, Vol. 10, No. 7, pp.276-278
Participation, teamwork, innovation, risk‐taking and empowerment. We all know the buzz words. But how do we bring the concepts successfully to fruition? Provides some important clues.]]>
Lessons in teamwork: the 3M experience10.1108/EUM0000000004454Management Development Review1997-12-01© 1997 Management Development Review1071997-12-0110.1108/EUM0000000004454https://www.emerald.com/insight/content/doi/10.1108/EUM0000000004454/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 1997
General Electric makes its reward system payhttps://www.emerald.com/insight/content/doi/10.1108/EUM0000000004455/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestMany managers pay their star performers too little and their inefficient employees too much. Pay plans often send employees the wrong message or no message at all. Outlines a few simple rules which can iron out many of the problems, and need not cost a lot of money.General Electric makes its reward system pay
Management Development Review, Vol. 10, No. 7, pp.279-281
Many managers pay their star performers too little and their inefficient employees too much. Pay plans often send employees the wrong message or no message at all. Outlines a few simple rules which can iron out many of the problems, and need not cost a lot of money.]]>
General Electric makes its reward system pay10.1108/EUM0000000004455Management Development Review1997-12-01© 1997 Management Development Review1071997-12-0110.1108/EUM0000000004455https://www.emerald.com/insight/content/doi/10.1108/EUM0000000004455/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 1997
Polaroid develops through reflectionhttps://www.emerald.com/insight/content/doi/10.1108/EUM0000000004456/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestManagers have always placed a higher value on action than reflection. Most of them work at an unrelenting pace, focussing on a specific issue for a short period of time, then moving instantly on to the next. But more companies are coming round to the view that managers should be able to call a halt, at least briefly, to the frantic pace of action, and reflect on their experiences. Considers how the Polaroid Corporation is using the process of reflection in its management development.Polaroid develops through reflection
Management Development Review, Vol. 10, No. 7, pp.282-284
Managers have always placed a higher value on action than reflection. Most of them work at an unrelenting pace, focussing on a specific issue for a short period of time, then moving instantly on to the next. But more companies are coming round to the view that managers should be able to call a halt, at least briefly, to the frantic pace of action, and reflect on their experiences. Considers how the Polaroid Corporation is using the process of reflection in its management development.]]>
Polaroid develops through reflection10.1108/EUM0000000004456Management Development Review1997-12-01© 1997 Management Development Review1071997-12-0110.1108/EUM0000000004456https://www.emerald.com/insight/content/doi/10.1108/EUM0000000004456/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 1997