Management development on a tight budget
Article Abstract:
Guardian Royal Exchange PLC recently introduced a management development program to its executive-level personnel. The object was to improve management skills and to laterally integrate various operating divisions. A low-budget, computerized, personnel development record system was devised for 4,000 pounds sterling. A survey of managers identified their particular wants and needs. A consultant was hired to help set up workshops. After each workshop, reports were written up and given to senior managers, who were then required to formulate a path of future action. The program was successful in that managers are now committee-selected; managers use a common language; workshop reports are used in decision-making; and management skills are seen as teachable and learnable.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1987
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Selecting the best selection techniques
Article Abstract:
The most popular methods of assessing people for management positions in Great Britain are interviewing, and checking references. The majority of organizations do not use personality or cognitive testing. Fewer still use handwriting analysis, or 'biodata' life history questionnaires. When these methods are subjected to validity testing, however, a different picture emerges. Interviews receive the lowest validity rating. References retain some credibility, but not very much. The predictive value of personality and cognitive tests is quite high. 'Biodata' techniques receive a good score for specific jobs. Assessment centers, used primarily by large organizations with ample funds, are increasingly popular, due to their high validity scores.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1986
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Management development for the individual and the organisation
Article Abstract:
A model management development ladder focuses on the parallel development of career goals and company objectives. The six-step hierarchy is based on the development of soft and hard systems and collaborative career planning. The soft system of organizational and management styles and culture is essential for meaningful performance in the hard system of procedures and roles necessary for running the business. The dialogue of career planning between every manager and the organization is linked to the cycle of organizational planning. Corporate policy is developed and implemented by the two-way dialogue.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1988
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