Management Development

A study of the impact of training in a management development program based on 360 feedback

by Frank Shipper

Learning to negotiate reality: a strategy for teaching intercultural competencies

by Ariane Berthoin Antal

co-authored with Victor Friedman
a revised version of this paper was published in Journal of Management Education, Vol. 32, No. 3, 2008:363-386

Intercultural competencies are more important for people in business than ever before. In this article, the authors... more Intercultural competencies are more important for people in business than ever before. In this article, the authors present an approach they designed and used for developing “negotiating reality” as a key intercultural competence at an international business school in Europe. They outline the theoretical underpinnings from intercultural communication and action learning, on which their approach is based. Then, they describe the iterative process through which they guide students in group work, starting by analyzing a difficult intercultural situation they experienced and leading to role-plays in which they experiment with alternative responses. The teaching materials are in the text and appendices.

Führungskräfteentwicklung: neue Lernformen und ihre Konsequenzen für die Lehrkräftequalifikation

by Ariane Berthoin Antal

in: F. Schmidt (ed.), Methodische Probleme der empirischen Erziehungswissenschaft, Schneider Verlag Hohengehren: Baltmannsweiler, 1997:25-36.

Unter der Federführung des Ashridge Management College in Großbritannien, mit wissenschaftlicher Begleitung aus dem... more Unter der Federführung des Ashridge Management College in Großbritannien, mit wissenschaftlicher Begleitung aus dem Wissenschaftszentrum Berlin für Sozialforschung (WZB), wurde in den letzten Jahren der Live-case Workshopansatz als intensive und strukturierte Lernerfahrung entlang des Kolb’schen Lernzykluses für Führungskräfte entwickelt. Ziel des 4 - 5tägigen Workshops ist es, das strategische Denken der TeilnehmerInnen - und ihre Fähigkeit als Gruppe strategisch zu agieren - zu fördern. Die enge Koppelung von strategischem Denken und Handeln im Workshop spiegelt das Verständnis von Strategie als Gestaltungsprozess wider. So verfolgt der Ansatz sowohl kognitive als auch verhaltensorientierte Lernziele und er unterstützt Lernprozesse auf der Individual- und auf der Gruppenebene gleichermaßen.

Lerntransfer: Vom Individuum zur Organisation: Wie kann Organisationslernen gefördert werden?

by Ariane Berthoin Antal

in: Camilla Krebsbach-Gnath (ed.), Den Wandel in Unternehmen steuern. Faktoren für ein erfolgreiches Change Management, Frankfurter Allgemeine Zeitung, Frankfurt, 1992:85-102.

The live case: a method for stimulating individual, group, and organizational learning

by Ariane Berthoin Antal

Discussion Paper FS II 97-112, Wissenschaftszentrum Berlin für Sozialforschung 1997, 42 p

This paper describes experiences with an innovative method to stimulate individual, group and organizational learning... more This paper describes experiences with an innovative method to stimulate individual, group and organizational learning in a management context. It highlights the demands placed on management development today and illustrates in detail how the live case workshop method can help meet these demands. The difficulties that individuals and groups can encounter during
the process are discussed and the implications for the skills required of learning facilitators are explained. Furthermore, the need for new approaches to evaluating learning is outlined and a mix of methods that enables immediate as well as long term feedback on learning effects for the individuals, the group, and the organizations involved is proposed.

The live case: a method for stimulating individual, group, and organizational learning

by Ariane Berthoin Antal

Discussion Paper FS II 97-112, Wissenschaftszentrum Berlin für Sozialforschung 1997, 42 p

This paper describes experiences with an innovative method to stimulate individual, group and organizational learning... more This paper describes experiences with an innovative method to stimulate individual, group and organizational learning in a management context. It highlights the demands placed on management development today and illustrates in detail how the live case workshop method can help meet these demands. The difficulties that individuals and groups can encounter during
the process are discussed and the implications for the skills required of learning facilitators are explained. Furthermore, the need for new approaches to evaluating learning is outlined and a mix of methods that enables immediate as well as long term feedback on learning effects for the individuals, the group, and the organizations involved is proposed.

Management Training for Real (outdoor management development)

by Alan Mossman

Presentation to the IPM National Conference 1982 Sectional Meeting 43: Harrogate

My presentation is built around a number of questions about management development using the outdoors (OMD):
•... more My presentation is built around a number of questions about management development using the outdoors (OMD):
• What can it do?
• Why outdoors?
• Does it work?
• How might it work?
• Who benefits — and who doesn't?
• How can I start in my organisation?
• How do I design the programme / How do I select the training organisation?

Self Managed Learning in Organisations

by Alan Mossman

co-authored with Rory Stewart; presented at the second conference on: Applying Self Development in Organisations, Pembroke Hotel, Blackpool 13 - 15 May 1987; published in John Burgoyne, Mike Pedler and Tom Boydell Applying Self Development in Organisations McGraw Hill

Our purpose in this paper is to give our view of what Self Managed Learning is and to outline some of the problems and... more Our purpose in this paper is to give our view of what Self Managed Learning is and to outline some of the problems and some of the advantages associated with running SML programmes `in-house'.  As SML can be used to enable a wide variety of people to learn new skills, knowledge or ways of being, in this chapter we shall generally refer to Learners rather than Managers, participants, professionals or other traditional titles.  This is because SML is "content free" - there is no prescribed curriculum for the Learner to follow.  Instead SML offers Learners a structure and a process with which to pursue whatever it is they need to learn or develop.

Making Choices about the Use of the Outdoors in Manager and Management Development

by Alan Mossman

Management Education and Development, Vol. 14, Pt. 3, 1983, pp. 182-196

The purpose of this paper is to suggest a framework for analysing ‘Outdoor Management Development' so as to help... more The purpose of this paper is to suggest a framework for analysing ‘Outdoor Management Development' so as to help potential consumers assess the compatibility of provider organisations and their own. In the first part the choice of the label Outdoor Management Development (OMD) is explained and the boundaries defined (cf. Beeby and Rathborn 1983, p. 172). A framework for thinking about the ways in which the Outdoors can be used in Manager and Management Development is outlined in the second part. This framework highlights the range of developmental philosophies possible in the outdoors. Some examples of applications of OMD are given. It is intended that the framework will be used as the basis for further study and evaluation of OMD. The paper includes a comprehensive bibliography of Management Development Outdoors.

All In Bain: Lost Voices In the Development of Management Research

by Hugh McLaughlin

Action Learning-a Paradigm In Emergence: the Problems Facing a Challenge to Traditional Management Education and Development

by Hugh McLaughlin

Action Learning-a Paradigm In Emergence: the Problems Facing a Challenge to Traditional Management Education and Development

by Hugh McLaughlin

Action Learning-a Paradigm In Emergence: the Problems Facing a Challenge to Traditional Management Education and Development

by Hugh McLaughlin

Call for papers:IJHRDM Special Issue on: "The Responsibility of Human Resource Management and Development Professionals in the Development of Low-Skilled Workers"

by Claretha Hughes

IJHRDM Special Issue on: "The Responsibility of Human Resource Management and Development Professionals in the... more IJHRDM Special Issue on: "The Responsibility of Human Resource Management and Development Professionals in the Development of Low-Skilled Workers"
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