Article Abstract:
Future British personnel practices are examined. It is assumed that the standard nine-to-five work week, the 48-week-year, the one-profession-for-a-lifetime, and the one-company-forever employment modes have ceased to exist. The personnel manager of the future will have new challenges in manpower planning, training, organizational design, employee relations, and extra-mural relations. Part-time contract, and flexitime arrangements will be more common in work relations. Personal financial advice will become an employee benefit as fewer employees work on-site. Companies will also develop more of a community spirit. The successful company of the future will be the one that anticipates problems and deals with them.
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Article Abstract:
A survey of 144 directors in 41 firms during 1985 and 1986 in a Manpower Services Commission-sponsored research project conducted by the International Management Centre reveals how management development systems have affected the development of directors. Research results indicate that most directors have learned through a combination of accidental and unstructured experiences, and that systems of management development have not had significant influence. Research also shows that management development systems have failed because they are not related to planning processes or they are not perceived as offering returns on investment.
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Article Abstract:
In the last of his series on academic work with practical ramifications, Alan Mumford states that mentoring is a personnel practice whose time has come. He also examines the likely futures of action learning, self-development programs, women management training and outdoor manager education. He concludes by stating that reality remains the best teacher managers can have.
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