Business performance and business leader development – the Catch 22
This feature was contributed by Dr Catherine Bailey and Dr David Butcher of the General Management Development Group, Cranfield School of Management. The Business Leadership Development (BLD) industry is founded on the assumption that organizational performance is directly related to business leadership. Yet anecdotal evidence suggests that much business leadership development fails to deliver on […]
An effective corporate culture is necessary for management to thrive
All the management development in the world won’t be of much benefit unless the corporate culture is built around management and good leadership. Too many firms pay good money for people to attend MD programs but when they return, the management ethos, the glue that holds the fabric together, is still missing. We have then, […]
Managing high potentials
Dr Maria Yapp, Managing Director of Xancam Consulting Limited looks at the particular challenge of managing high potential people. Managing high potentials is a hot topic for many organisations today. The key challenge organisations face is to first identify those managers who are most likely to progress rapidly to very senior business leadership positions. Armed […]
UK managers need L plates as well as Leadership – report
An overall lack of management skills will prove to be a brake on the effectiveness of public sector reform and attempts to improve private sector productivity, according to a new report from The Work Foundation. The report – Can the UK learn to manage? – reveals that the UK’s four million managers receive less training […]
The Manager of the Future – advertising feature
The Manager of the Future™ – Developing the attitude of the self-employedManagers are employed. So why are we at John Seymour Associates certain the attitude of the self-employed is the next step? When people are self-employed they will act in the interests of themselves and others within the context of supporting their business. Many of […]
Integrating management development
This feature was contributed by Joe Scott, Sales & Business Development Manager at John Seymour Associates. For organisations that haven’t seen the light, management development could well be the first stage in losing their employees. It is a great way for people to prepare themselves for their next career move (both internally and externally).So am […]
Choosing a management development programme
David Towler, CEO of Cambridge Online Learning offers some advice on making the right management training choice for your business. The changing face of businessThe pressure is on for business. Increasing legislation, calls for transparency and the growing need for compliance with governmental bodies, lead to increasingly complex and busy lives for business leaders across […]
Management development – focussing on profit
This feature was contributed by Anthony Feely. Management development programmes are misguided unless they deal with the core purpose of management. The core purpose of management is to manage resources to make a profit – and that goes for the so called public sector as well as private. Everything other than profit is secondary to […]
What’s wrong with training anyway?
Larry Reynolds, MD of 21st Century Leader examines the different functions within management development fulfilled by different kinds of learning. Ten years ago leadership development meant sending someone on a training course. These days leadership development means choosing from a bewildering variety of activities – coaching, mentoring, action learning, 360 degree feedback, to mention but […]
Senior directors feel too busy for training – survey
Many senior directors think that they are too busy to receive training, and over one third of directors don’t think training is relevant or necessary. Well that’s what their HR directors think they think, according to a survey by the Institute of Directors. However, although 43 per cent of HR directors felt that their senior […]
Management development – a balancing act
IntroductionThe challenge for management development trainers is to determine the nature of the required programmes and to balance the demand and the supply to deliver the results. In this article, Tim Drewitt, founder director of Balance Learning, outlines his thoughts on these issues and concludes that new ways of learning, together with an understanding of […]
What ‘s the difference between leadership and management?
This feature was contributed by Robert C. Ginnett PhD, Senior Fellow at the Center for Creative Leadership. In the world of organisations in which many of us live, be they small or huge, the words leadership and management crop up all the time. Neither term is new, but both are often misunderstood.Management brings to mind […]
Questions for a training manager on management development – Steve Mosley
1. What do you think are the crucial generic management skills?Team Management/Development Skills, Assertiveness, Delegation, Time Management, Financial/Business Awareness and crucially Honesty & Trust.2. Do you think that all management skills can be taught?No.3. How do you see the relation between management and leadership?They are the same thing.4. How can leadership be developed?Experience, Training, Opportunity.5. […]
What makes an effective leader?
As part of our January feature on management and leadership development, Jeremy Webster, Partner at the MaST International training and development consultancy, looks at what makes people follow a leader, and why we need them in organisations. What is leadership?Effective leadership is a very different skill to managing. It is about creating a vision of […]
Questions for a training manager on management development – Alexandra Sneyd
I work for a manufacturing organisation and have some interesting challenges with attitude to management, both from shop floor staff and management teams themselves! 1. What do you think are the crucial generic management skills?The list is very long however here are a few e.g. Tenacity, organisational skills, empathy, assertiveness, loyalty, courage, proactivity and excellent […]
‘Management development’ is dead – long live management development!
Paul Kearns, Evaluation expert and author of “Maximising your ROI in Training”, calls for closer attention to measurable managerial effectiveness. The term ‘management development’ has now become so widely accepted, so commonplace, that it has lost much of its meaning. Yet in practice, despite all the effort that has gone into the Management Charter Initiative […]
How to target management development
This feature was contributed by Dr Joe Espana, managing partner of Human Equations. With the DTI has commissioning Harvard University Professor Michael Porter to lead a major study of the effect of poor management on the UK’s productivity performance, we suspect that there will be another wave of unfocussed spending on management development in UK […]
Can the UK manage? – feature
This feature was contributed by Gwyn Evans Chief Operations Director at Leading Change. UK management can probably best described as the little girl in the nursery rhyme “when she is good she is very good, when she is bad she is horrid”… Generally the UK does not have a great record. The decline of many […]
Management development – a training manager’s view
Training manager Janis Cording offers her views on management development. This is an area that I am looking at within my own organisation. I don’t pretend to have all the answers as I believe this to be a very complex subject, however, I have some comments from my activities so far.Firstly, I have found that […]
Managing to manage – feature
In the first of our month of features on management development, Mark Cole (Education Adviser for the Chartered Society of Physiotherapy) asks if the process of becoming a manager is taken seriously enough. How do people manage to become managers in the UK? In so many instances, they do not. Certainly, they acquire a title. […]