The politically competent manager

Article Abstract:

Proactive managers differ from reactive managers in three major ways: (1) proactive managers set clear priorities; (2) proactive managers invest resources according to desired objectives; and (3) proactive managers are consciously and politically competent. Politically competent managers influence others and exercise power while keeping in mind survival and growth of the organization; they are able to realistically assess the reciprocity and interdependence of interorganizational working agreements and bargains.

Analysis, Management, Political aspects, Executives, Organizational behavior, Management training, Organizational communication

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The implications of learning styles for training and development: a discussion of the matching hypothesis

Article Abstract:

The learning style adopted by an individual is thought to be partially responsible for their learning ability. Better results have been achieved when the best learning style for an individual has been established. Monitoring individual performance in relation to these findings may help to establish learning difficulties. Individual learning styles should be considered when developing training courses for employees in the workplace.

Vocational Rehabilitation Services, Manpower Training, Occupational training, Learning ability

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Critical aspects of organizational learning research and proposals for its measurement

Article Abstract:

Issues concerning the standards of research in organizational learning are discussed. Particular attention is given to the fact that there are gaps in the research for organizational learning and that consequently the very phenomenon of organizational lerning is questionable.

Standards, Organizational research

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