Management development's strategic role

Article Abstract:

Surveys were conducted with CEOs and personnel managers to obtain their opinions on the use of management development in corporate strategy, the objectives of management development, and the methods used by managers to obtain management development and training. Some 71% of the respondents' firms had a written strategic plan, and 75% of those firms had included management development as a separate part of the plan. The effectiveness of training was evaluated by 66% of the respondents, but most respondents indicated that evaluations were cursory or that managers were not able to meet their objectives. The respondents indicated that the most useful sources of suppliers of training services were previous contacts and outside recommendations.

Usage, Human resource management, Surveys, Chief executive officers, Management training, Management development programs

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Managing by prescription

Article Abstract:

Two alternative views are analyzed to assess whether strategic marketing planning as it is practiced today indeed generates tangible benefits. The first perspective is offered by Collins and Montgomery. It broadens the competence-based management strategy and, in many aspects, shows management-by-prescription at work. Collins and Montgomery define what core resources are and discuss how these can engender and support an effective management approach. The second perspective, provided by Goddard and Houlder, takes a more in-depth look into the nature of competitive strategy. They contend that the views of managers are often narrowly-based and determined by language and experience.

Analysis, Marketing management, Strategic planning (Business)

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Marketing: customer orientation

Article Abstract:

Customer orientation can be enhanced through the development of customer partnerships. Marketing strategies that focus on the specific needs of customers while maintaining market-orientedness can provide companies with the competitive advantage and result in consumer satisfaction. Companies should regard consumer satisfaction as a profit-generating mechanism, and as such should integrate customer satisfaction into corporate goals. The development of customer relationships is one direct method of generating satisfaction from customers. These relationships can be either transactional or collaborative. Several strategies for managing consumer satisfaction are provided.

Methods, Management, Marketing, Consumer confidence, Market share

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