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Team Training: Towards an Integrated Approach
Emerald - - 1985
BrianLusher
Managerial jobs are episodic, fragmented and action based. Training has attempted to reproduce this reality in the contents and methods used. It is possibly more sensible to allow fragmentation of time for training but to integrate subject matter in short blocks. This leads to the desirability, possibly the necessity, of integrating the efforts of the trainers to produce a consistent, cohe...... hiện toàn bộ
Training for Public Managers: The Alabama Certified Public Manager Program
Emerald - Tập 11 Số 6 - Trang 11-13 - 1987
Ronald R.Sims, John G.Veres, Toni S.Locklear, Raymond B.Wells
Of all the human resource functions which occupy personnel specialists' attention, organisations probably spend the most time on training and development. Virtually all employees experience some form of training at some time during their careers. Employee training and development is an attempt to improve current or future employee performance by increasing an employee's attitudes or increa...... hiện toàn bộ
Training in a Second‐language Environment
Emerald - Tập 18 Số 1 - Trang 4-9 - 1994
MitchO′Toole
Begins with a treatment of some general background issues on the nature and function of language. Maintains that English may be thought of as a range of styles which are used according to purpose and audience. Specialized purposes with specialized audiences produce specialized styles, which means that specialist styles will produce some level of difficulty for most people, particularly spe...... hiện toàn bộ
Career mobility in organizations: implications for career development ‐ Part I
Emerald - Tập 20 Số 4 - Trang 30-40 - 1996
Thomas N.Garavan, MichaelCoolahan
Reviews the literature on career mobility and considers its implications for career development practices within organizations. Focuses on individualistic and organizational perspectives and identifies a range of factors which facilitate or inhibit the mobility process. Identifies a range of career development implications including changing notions about what constitutes a career, the nee...... hiện toàn bộ
Rare distinction for Nigerian centre
Emerald - Tập 23 Số 8 - 1999
Strategy seeks to encourage entre-preneurship and jobs
Emerald - Tập 23 Số 1 - 1999
Business simulation means better senior managers at Heinz
Emerald - - 1999
Mergers, marriages and after: how can training help ?
Emerald - Tập 19 Số 1 - Trang 24-29 - 1995
JohnHarper, SylvetteCormeraie
There is a high failure rate among companies involved in cross‐national mergers and joint ventures. One of the major causes for these costly mistakes is a lack of adequate preparation of the personnel involved and a failure to provide training which fosters self‐awareness, cultural sensitivity and the spirit of co‐operation between foreign partners. Presents three models which are valuable...... hiện toàn bộ
Scaling the fractal plain: towards a general view of knowledge management
Emerald - Tập 35 Số 8 - Trang 779-807 - 2011
DavidGriffiths, PeterEvans
PurposeThe purpose of the paper is to explore coherence across key disciplines of knowledge management (KM) for a general model as a way to address performance dissatisfaction in the field.Design/methodology/approachResearch emplo...... hiện toàn bộ
Human resource development ‐ a contingency function? (Whatever happened to theory Y?)
Emerald - Tập 20 Số 9 - Trang 3-8 - 1996
TomKilcourse
Argues that much of what has been taught in recent years on human resource management ignores the reality of globalization. Deregulation and new technology have shifted power to the employer, leaving sellers of labour competing in a buyers’ market: labour is divided into a core élite, necessary to corporate strategy, a highly skilled second rank, probably self employed, and “the rest”. Con...... hiện toàn bộ
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