Article Abstract:
The works of four experts on organizational theories were assessed in order to clearly define the emerging concept of 'learning organizations.' According to Bob Garratt, organizational change, characterized by the gradual elimination of middle managers, compels senior managers to play a more distinct strategic and decision-making role that emphasizes flexibility, learning and perceptiveness. Ed Schein believes that learning organizations involve a series of negotiations and agreements between employers and managers for the attainment of both entities' goals. John Burgoyne expands on Schein's ideas by identifying the factors needed to channel the personal needs and career aims of managers for meeting the strategic needs of the organization. Peter Senge, on the other hand, specifies the required qualities of a manager in a learning organization based on five disciplines. Application of techniques related to learning organizations are discussed.
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Article Abstract:
British Telecom (BT) has developed a new managerial program that focuses on development center attendance at particular groups. BT has found that development centers are useful in identifying the training needs of managers. Managers in large groups or particular grade or function are identified and supplied with cheaper development mechanisms: a personal development planner is used to create an agreed-upon development plan for a manager's specific job and personal needs. The program provides better briefings for line managers, makes line managers responsible for preparing staff before attendance at development centers, and negotiates post attendance development programs with line managers. The program also uses more operational managers as assessors.
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Article Abstract:
Assessment centers (ACs) are the best techniques available for setting up a national management competency program in the UK. Studies show that ACs are accurate in assessing managerial potential and that predictions made at ACs were relevant to the current grade and rate of advancement of participants. The AC approach is also valuable for it can be the basis for developing a competency-based language to be used for employee selection, appraisal, and development. If ACs are used as the basis of a national competency program, problems that would have to be addressed include: agreement on national competency model standards; the design of competency measuring tests;which and the selection of competency assessors.
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