Management Development Review: Volume 8 Issue 2
Table of contents
Cross‐cultural indicators for human resource agendas
Chris AshtonInvestigates a network launch and the publication of a researchreport in the human resource field by the Work in America Institute, aworkplace research organization. Proposes that…
What do we believe makes a good manager?
Jan L. CarmichaelReviews the relatively slow change in attitudes about thecharacteristics required in management, and explores gender differencesin management style. Reports on research to…
Strategic human resource planning at Zeneca Pharmaceuticals
Chris AinsworthExamines the human resource strategy undertaken at ZenecaPharmaceuticals. Gives the business content then goes on to consider theprocess and impact of work on line functions and…
Devolving training and development to line managers
Nicola MindellReports that most organizations see training and development as theprovince of the human resource department. Proposes that responsibilityfor this should be placed in the hands of…
Training the trainer at Coral
Greg ManghamInvestigates the three‐year trainer and team development initiativeat Coral, the bookmaker, intended to support the company′s launch of anew brand and image. Concludes that…
The medical representative
Joan PadghamDescribes how representatives are developed to succeed incompetitive GP environments, by examining the policy of Searle UK, amedium‐sized pharmaceuticals company. Concludes that…
Analysing the competence requirements of managers
John DingleDescribe a methodology for analysing competence requirements andpinpointing competence enhancements, together with the appropriatetraining media, which is applicable to all…
Exit interviews as an induction tool
Arnold KransdorffEvaluates a cost‐effective solution to overcoming the problem oflow productivity owing to the high level of job change in the UK.Concludes that employees, when hired, need to…