Management training: acts of faith, scenes of competence

Article Abstract:

Several programs have recently been implemented in Great Britain to improve the quality of management training. The only way in which the effectiveness of training and performance of managers can be demonstrated is through the practice of management. However, many organizations do not understand the relationship between training and performance. It is taken on faith that training will provide good managers, but the criteria for defining managerial competence are vague. One survey found that among 2,500 respondents, only one-half of their firms made any formal provision for management training.

Analysis, Management, Employee training, Management training

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Rebalancing the board's agenda

Article Abstract:

A study was conducted to examine the imbalance that results from a corporate board's compliance with codes of conduct. The creation of wealth, which is the board's primary responsibility, is overwhelmed by the board's compliance with codes of conduct. It is concluded that addressing issues such as oversight, compliance, and risk-mitigation will help in correcting the imbalance.

United Kingdom, Powers and duties, Report

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Non-executive directors: moving beyond the 'one-size-fits-all' view

Article Abstract:

The authors propose to improve boards of directors by capitalizing on their different skills.

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