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Các bài báo tiêu biểu

Critical reflective working behaviour: a survey research
Tập 26 Số 8 - Trang 375-383 - 2002
Marianne van Woerkom, W.J. Nijhof, Loek Nieuwenhuis
In this paper critical reflective working behaviour will be operationalized. Second, the question will be raised which factors have impact on critical reflective working behaviour. The following dimensions of critical reflective working emerge: reflection, vision sharing, challenging group‐think, asking for feedback, experimentation and awareness of employability. In a survey amongst 742 r...... hiện toàn bộ
Competence in transition
Tập 28 Số 2/3/4 - Trang 296-309 - 2004
Bob Mansfield
The former Soviet economies have, for the past 12 years, looked to the advanced economies in the west for help in reforming their systems of vocational education and training. These “transition” economies still bear much of the legacy of the previous system and culture – academic in orientation, firmly supply led and implemented through vocational schools which are in economic crisis. They...... hiện toàn bộ
Management development: contemporary trends, issues and strategies
- 1999
Thomas N.Garavan, BridieBarnicle, FiachraO’Suilleabhain
Recent changes have demanded a more strategic perspective from those who lead and manage organisations, placing increased pressure on employees to be more productive, innovative and change orientated. This has precipitated a search for a more integrated model of human resource development. This article discusses some of the debate that currently prevails within the field of management deve...... hiện toàn bộ
Developing Enterprising Graduates
- 1990
David A.Kirby, DavidMullen
In an era of change and uncertainty, there is a need for employees who are both resourceful and flexible. The creation of such competencies in graduates is the objective of the UK Training Agency′s recent Enterprise Initiative in Higher Education. This Initiative is reviewed and the outcomes of one project, the Shell Technology Enterprise Programme, which exposes undergraduates, of any dis...... hiện toàn bộ
Complex systems: boundary‐spanning training techniques
Tập 27 Số 2/3/4 - Trang 111-124 - 2003
TerryAdler, Janice A.Black, John P.Loveland
This paper explores the issue of the types of skills required of leaders and followers in new organizational forms. It reviews the concept of virtual teams in organizations. The paper addresses the role of training in facilitating boundary spanning in organisations using case examples.
China sold on retail qualifications
Tập 24 Số 5 - 2000
Protecting the Investment in People – Making Training Pay
- 1990
Ralph F.Long
Traditionally, training is seen as simply an activity to be undertaken when all other priorities have been satisfied. The process, still viewed by a majority as imparting knowledge and skills, has progressed slowly from being trainer‐centred to student‐centred. Now, in the 1990s, training must become self‐financing with its costs being ...... hiện toàn bộ
The global MBA: a comparative assessment for its future
- 2002
YunusKathawala, KhaledAbdou, Dean S.Elmuti
There is increased interest in online MBA programs across the globe. This paper attempts to review and assess online MBA programs and what lessons other universities and students can learn from them. It attempts to compare between the online and the traditional MBA. In addition, a thorough evaluation of the strengths, weaknesses, opportunities, and threats of the online MBA is made. The ev...... hiện toàn bộ
Creative Birth, Life and Death of Committees
Tập 4 Số 4 - Trang 2-5 - 1980
RonaldLippitt
Committees and Task Forces are Omnipresent and Necessary, Esfandiary and other analysts of social trends and future scenarios have noted that the problems to be solved in the world—by nations, communities, and organizations, are becoming more and more complex and require the use of more varied expertness to find creative solutions.
Training for Organisational Excellence
Tập 9 Số 7 - Trang 3-8 - 1985
JohnZenger
Overwhelmingly, the research on excellent companies shows that they are the result of excellent management. It is not technology, geography, labour pools, government intervention or any other external factor that makes the significant, long‐term difference. It is the performance of management. It is the individual managers alone in their offices, in one‐on‐one interactions, and in their ro...... hiện toàn bộ