Table Of Content

Index to the Journal of Management Development Volume 14 1995 Authors ABDALLA, I.A. and AL-HOMOUD, M., A survey of management training and development practices in the State of Kuwait, No. 3, pp. 14-25. AL-HOMOUD, M., see ABDALLA, L.A. ALI, AJ., FALCONE, T. and AZIM, A.A., Work ethic in the USA and Canada, No. 6, pp. 26-34. ALPANDER, G.G. and LEE, C.R., Culture, strategy and teamwork: the keys to organizational change, No. 8, pp. 4-18. ANALOUIL, F., Workplace sabotage: its styles, motives and management, No. 7, pp. 48-65. AZIM, A.A., see ALI, AJ. BAILEY, E.K., An academic model of excellence for international business education, No. 5, pp. 50-60. BARUCH, Y. and LESSEM, R., Managerial development through self and group evaluation of managerial style, No. 1, pp. 25-33. BEATTIE, R.S., see MCDOUGALL, M. BETTERS-REED, B.L. and MOORE, L.L., Shifting the management development paradigm for women, No. 2, pp. 24-38. BURKE, RJ., Benefits of formal training courses within a professional services firm, No. 3, pp. 3-13. BURKE, R.J., Career development in a professional services firm: on-the-job experiences and continuous learning, No. 1, pp. 25-33. CANY, G.R., see McNULTY, N.G. DAVIES, G., see SIMON, L. DAWSON, R.P., Evaluation of training in local government: a typology of trainers, No. 7, pp. 36-47. EDELSHAIN, DJ., see VIELBA, C.A. FAGENSON, E.A., see LEWIS, AE. FALCONE, T., see ALI, AJ. FOJT, M. (Guest Ed.), The new world of learning: continuous learning, (special issue), No. 9. FRANCIS, S., see MAZANY, P. FRANK, FD. and JAFFEE, C.L., Training and development are not enough: testing must also meet the challenges of the twenty-first century, No. 6, pp. 51-55. FULMER, R.M., Building organizations that learn: the MIT Center for Organizational Learning, No. 5, pp. 9-14. GALLOS, J.V., When authority=she: a male student meets a female instructor, No. 2, pp. 65-76. GANCEL, C., Inter Cultural Management associates, ICM: ICM management training in Russia, traps and gaps, No. 5, pp. 15-26. GILES, M. and WEST, M., People as sculptors versus sculptures: what shape career development programmes?, No. 10, pp. 48-63. GOODGE, P., Design options and outcomes: progress in development centre research, No. 8, pp. 55-59. GORDON, C., see MYERS, A. GOULDEN, C., Supervisory management and quality circle performance: an empirical study, No. 7, pp. 15-27. HARRISON, J., see STUART, R. HILGERT, A.D., Developmental outcomes of an executive MBA programme, No. 10, pp. 64-76. HITE, L.M. and McDONALD, K.S., Gender issues in management development: implications and research agenda, No. 4, pp. 5-15. HO, J.T.S., The Singapore executive: stress, personality and wellbeing, No. 4, pp. 47-55. Journal of JACKSON, T., European management learning: a cross-cultural interpretation of Kolb’s learning cycle, No. 6, pp. 42-50. Management JAFFEE, C.L., see FRANK, FD. Development KAKABADSE, A. and MYERS, A., Qualities of top management: comparisons of European manufacturers, No. 1, pp. 5-15. 14,10 KAKABADSE, A., see MYERS, A. KAY, G., Effective meetings through electronic brainstorming, No. 6, pp. 4-25. 78 KEITHLEY, D., see REDMAN, T. KILCOURSE, T., A neglected concept, No. 1, pp. 16-24. KRAM, K.E., see RUDERMAN, MLN. LAMOND, D.A., Using consulting projects in management education: the joys and jitters of serving two masters, No. 8, pp. 60-72. LARWOOD, L. and WOOD, M.M., Training women for management: changing priorities, No. 2, pp. 54- 64 LEE, C.R., see ALPANDER, G.G. LESSEM, R., see BARUCH, Y. LEWIS, A.E. and FAGENSON, E.A., Strategies for developing women managers: how well do they fulfil their objectives?, No. 2, pp. 39-53. McCRIMMON, M., Teams without roles: empowering teams for greater creativity, No. 6, pp. 35-41. McDONALD, G., see ROBERTS, C. McDONALD, K‘S., see HITE, LS. McDOUGALL, M. and BEATTIE, RS., Learning from learning groups, No. 8, pp. 35-41. McKENNA, S. and RICHARDSON, J., Business values, management and conflict handling: issues in contemporary Singapore, No. 4, pp. 56-70. McNULTY, N.G. and CANTY, G.R., Proof of the pudding, No. 1, pp. 53-66. MATTHEWS, G., see STANTON, N. MAZANY, P., FRANCIS, S. and SUMICH, P., Evaluating the effectiveness of an experiential “hybrid” workshop: strategy development and team building in a manufacturing organization, No. 1, pp. 40- 52. MAZANY, P., FRANCIS, S. and SUMICH, P., Evaluating the effectiveness of an outdoor workshop for team building in an MBA programme, No. 3, pp. 50-68. MOORE, L.L., see BETTERS-REED, B.L. MYERS, A., KAKABADSE, A. and GORDON, C., Effectiveness of French management: analysis of the behaviour, attitudes and business impact of top managers, No. 6, pp. 56-72. MYERS, A., see KAKABADSE, A. MYERS, A., see RANDLESOME, C. NOER, DM., Center for Creative Leadership: leadership in an age of layoffs, No. 5, pp. 27-38. NORTIER, F., A new angle on coping with change: managing transition!, No. 4, pp. 32-46. OHLOTT, PJ., see RUDERMAN, M.N. OSHAGBEMI, T., Management development and managers’ use of their time, No. 8, pp. 19-34. RANDLESOME, C. and MYERS, A., Cultural fluency: the results of a UK survey, No. 8, pp. 42-54. REDMAN, T., KEITHLEY, D. and SZALKOWSKI, A., Management development under adversity? Case studies from Poland, No. 10, pp. 4-13. RICHARDSON, J., see McKENNA, S. ROBERTS, C. and McDONALD, G., Training to fail, No. 4, pp. 16-31. RUDERMAN, M.N., OHLOTT, PJ. and KRAM, K.-E., Promotion decisions as a diversity practice, No. 2, pp. 6-23. SHINKINS, S., Using computers to teach project management, No. 7, pp. 4-14. SIMON, L. and DAVIES, G., Cultural, social and organizational transitions: the consequences for the Hungarian manager, No. 10, pp. 14-31. SNOW, P., Management studies at Oxford, No. 5, pp. 5-8. SRINIVAS, K.M., Globalization of business and the Third World: challenges of expanding the mindsets, No. 3, pp. 26-49. STANTON, N. and MATTHEWS, G., Twenty-one traits of personality: an alternative solution for the occupational personality questionnaire, No. 7, pp. 66-76. STUART, R., THOMPSON, J.E. and HARRISON, J., Translation. From generalizable to organization- specific competence frameworks, No. 1, pp. 67-80. STUMPF, S.A., Applying new science theories in leadership development activities, No. 5, pp. 39-49. SUMICH, P., see MAZANY, P. SZALKOWSKI, A., see REDMAN, T. THOMPSON, J.E., see STUART, R. VIELBA, C.A. and EDELSHAIN, DJ., Teaching international business management effectively, No. 10, pp. 32-47. WARR, P., see YEARTA, S.K. WATKINS, K.E., Changing managers’ defensive reasoning about work/family conflicts, No. 2, pp. 77-88. WEST, M., see GILES, M. WOOD, M.M., see LARWOOD, L. YEARTA, S.K. and WARR, P., Does age matter?, No. 7, pp. 28-35. Titles (An) academic model of excellence for international business education, BAILEY, E.K., No. 5, pp. 50-60. Applying new science theories in leadership development activities, STUMPF, S.A., No. 5, pp. 39-49. Benefits of formal training courses within a professional services firm, BURKE, RJ., No. 3, pp. 3-13. Building organizations that learn: the MIT Center for Organizational Learning, FULMER, R.M., No. 5, pp. 9-14. Business values, management and conflict handling: issues in contemporary Singapore, MCKENNA, S. and RICHARDSON, J., No. 4, pp. 56-70. Career development in a professional sevices firm: on-the-job experiences and continuous learning, BURKE, R.J., No. 1, pp. 25-33. Center for Creative Leadership: leadership in an age of layoffs, NOER, D.M., No. 5, pp. 27-38. Changing managers’ defensive reasoning about work/family conflicts, WATKINS, K.E., No. 2, pp. 77-88. Cultural fluency: the results of a UK survey, RANDLESOME, C. and MYERS, A., No. 8, pp. 42-54. Cultural social and organizational transitions: the consequences for the Hungarian manager, SIMON, L. and DAVIES, G., No. 10, pp. 14-31. Culture, strategy and teamwork: the keys to organizational change, ALPANDER, G.G. and LEE, C.R., No. 8, pp. 4-18. Design options and outcomes: progress in development centre research, GOODGE, P., No. 8, pp. 55-59. Developmental outcomes of an executive MBA programme, HILGERT, A.D., No. 10, pp. 64-76. Does age matter?, YEARTA, S.K. and WARR, P., No. 7, pp. 28-35. Effective meetings through electronic brainstorming, KAY, G., No. 6, pp. 4-25. Effectiveness of French management: analysis of the behaviour, attitudes and business impact of top managers, MYERS, A., KAKABADSE, A. and GORDON, C., No. 6, pp. 56-72. European management learning: a cross-cultural interpretation of Kolb’s learning cycle, JACKSON, T., No. 6, pp. 42-50. Evaluating the effectiveness of an experiential “hybrid” workshop: strategy development and team building in a manufacturing organization, MAZANY, P., FRANCIS, S. and SUMICH, P., No. 1, pp. 40- *d Evaluating the effectiveness of an outdoor workshop for team building in an MBA programme, MAZANY, P., FRANCIS, S. and SUMICH, P., No. 3, pp. 50-68. Evaluation of training in local government: a typology of trainers, DAWSON, R.P., No. 7, pp. 36-47. Gender issues in management development: implications and research agenda, HITE, L.M. and McDONALD, K:S., No. 4, pp. 5-15. Globalization of business and the Third World: challenge of expanding the mindsets, SRINIVAS, K.M., Journal of No. 3, pp. 26-49. Management Inter Cultural Management associates, ICM: ICM management training in Russia, traps and gaps, Development GANCEL, C., No. 5, pp. 15-26. Learning from learning groups, McCDOUGALL, M. and BEATTIE, RS., No. 8, pp. 35-41. 14,10 Management development and managers’ use of their time, OSHAGBEMI, T., No. 8, pp. 19-34. Management development under adversity? Case studies from Poland, REDMAN, T., KEITHLEY, D. 80 and SZALKOWSKI, A., No. 10, pp. 4-13. Management studies at Oxford, SNOW, P., No. 5, pp. 5-8. Managerial development through self and group evaluation of managerial style, BARUCH, Y. and LESSEM, R., No. 1, pp. 34-39. (A) neglected concept, KILCOURSE, T., No. 1, pp. 16-24. (A) new angle on coping with change: managing transition!, NORTIER, F., No. 4, pp. 32-46. (The) new world of learning: continuous learning, (special issue), FOJT, M. (Guest Ed.), No. 9. People as sculptors versus sculptures: what shape career development programmes?, GILES, M. and WEST, M., No. 10, pp. 48-63. Promotion decisions as a diversity practice, RUDERMAN, M.N., OHLOTT, PJ. and KRAM, K_E., No. 2, pp. 6-23. Proof of the pudding, McNULTY, N.G. and CANTY, G.R., No. 1, pp. 53-66. Qualities of top management: comparisons of European manufacturers, KAKABADSE, A. and MYERS, A., No. 1, pp. 5-15. Shifting the management development paradigm for women, BETTERS-REED, B.L. and MOORE, L.L., No. 2, pp. 24-38. (The) Singapore executive: stress, personality and wellbeing, HO, J.T.S., No. 4, pp. 47-55. Strategies for developing women managers: how well do they fulfil their objectives?, LEWIS, A.E. and FAGENSON, E.A., No. 2, pp. 39-53. Supervisory management and quality circle performance: an empirical study, GOULDEN, C., No. 7, pp. 15-27. (A) Survey of management training and development practices in the State of Kuwait, ABDALLA, LA. and AL-HOMOUD, M., No. 3, pp. 14-25. Teaching international business management effectively, VIELBA, C.A. and EDELSHAIN, DJ., No. 10, pp. 32-47. Teams without roles: empowering teams for greater creativity, McCCRIMMON, M., No. 6, pp. 35-41. Training and development are not enough: testing must also meet the challenges of the twenty-first century, FRANK, F-D. and JAFFEE, C.L., No. 6, pp. 51-55. Training to fail, ROBERTS, C. and McDONALD, G., No. 4, pp. 16-31. Training women for management: changing priorities, LARWOOD, L. and WOOD, M.M., No. 2, pp. 54- 64. Translation. From generalizable to organization-specific competence frameworks, STUART, R., THOMPSON, J.E. and HARRISON, I., No. 1, pp. 67-80. Twenty-one traits of personality: an alternative solution for the occupational personality questionnaire, STANTON, N. and MATTHEWS, G., No. 7, pp. 66-76. Using computers to teach project management, SHINKINS, S., No. 7, pp. 4-14. Using consulting projects in management education: the joys and jitters of serving two masters, LAMOND, D.A., No. 8, pp. 60-72. When authority=she: a male student meets a female instructor, GALLOS, J.V., No. 2, pp. 65-76. Work ethic in the USA and Canada, ALI, AJ., FALCONE, T. and AZIM, A.A., No. 6, pp. 26-34. Workplace sabotage: its styles, motives and management, ANALOUI, F., No. 7, pp. 48-65. I