Managerial competence and the charter initiative

Article Abstract:

The need for more systematic and effective training of British managers has long been recognized. A steadily expanding group of 'charter initiative' supporters hopes to develop a generally accepted inventory of competencies required by well-rounded managers, and to create status designations for those who successfully acquire competencies and demonstrate professional standards. The model emphasizes continued development throughout a career, and could lead to a 'chartered manager' designation. Reaction has been mixed. Outstanding issues focus on the credibility of generic competencies, relevance of a 'chartered manager' model, resources for assessment and training, and the impact on smaller organizations.

United Kingdom, Management training

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The danger of a false move

Article Abstract:

Employers should be aware of the adverse effect that relocation has on employees and their dependents. Most employers focus on the financial effects of relocation, without considering the emotional effects. Relocation stress results from several factors, including selling and purchasing a house, finding employment for a spouse, and finding new schools for children. The procedures for making relocation more pleasant include giving as much advance notice as possible, not limiting promotional opportunities for employees who refuse to relocate, and providing counseling services. Employers that take steps such as these can improve the performance of relocated employees and reduce their reluctance to relocate.

Psychological aspects, Methods, Human resource planning, Employee relocation

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