Turning airport managers into high-fliers
Article Abstract:
Manchester Airport (UK) became public in 1986 causing the company's size to double in three years and its management style, corporate culture, and activities range to change. Assessing managerial competence was required for accurate performance reviews and for managers to make better recruitment and promotion decisions. All managers were subjected to a nine-point process to improve their management competency. Process steps included: defining a senior management performance template; measuring managers' ability to design strategic plans, write reports, and make oral presentations; and offering personal improvement plans to managers. Companies seeking to implement similar processes are advised to: strive for enhanced performance; allow directors to create the template and run the program; and integrate all aspects of the organization in the process.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1989
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Teaching managers to write
Article Abstract:
Business writing is often not the strength of managers and technical personnel. This may be attributed to many factors, such as poor education and training in English language skills, the proliferation of business and technical jargon, and the advent of the word processor, which encourages output at the expense of thinking. Television has also contributed to the problem. A writing program may be tailored for executives which incorporates the following elements: constructing a logical sequence of thoughts to a conclusion; selecting words, phrases, and sentences to express these thoughts; and being careful to pick expressions with nonemotional and nonsexist implications.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1987
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The organic way to grow managers
Article Abstract:
Rentokil Group PLC began developing a new management development program in 1988 to meet the goal of achieving at least 20% annual profit growth. The program included the development of a method for selecting employees capable of being promoted, and the modification of the way in which employees were evaluated. Interviews of employees at all levels of the organization helped determine which employees had management potential. The appraisal system, which was renamed the 'management development plan,' evaluated employees' accomplishments in several ways and focused on employees' plans for the following year.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1990
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