What I have learnt so far

Ali, Arfan
October 2010
People Management;10/14/2010, p58
The article features Rethink charity head of corporate learning and organization development (OD) Arfan Ali and his success in the field of people management. While completing his master's degree in management, he was also working for the North Yorkshire County Council in England. Ali offered information on the Reflect internal mentoring program that he launched for the company.


Related Articles

  • Toxic Mentors or Toxic Proteges? A Critical Re-Examination of Dysfunctional Mentoring. Feldman, Daniel C. // Human Resource Management Review;Fall99, Vol. 9 Issue 3, p247 

    Although mentoring can have positive consequences for the careers of proteges, many young adults become enmeshed in dysfunctional relationships with their mentors. To the extent that these destructive mentor-protege relationships have been examined, the prevailing underlying assumption has been...

  • Middle Manager Muddle. Laff, Michael // T+D;Jan2009, Vol. 63 Issue 1, p16 

    The article discusses the job satisfaction concerns of a middle manager. From a survey conducted by Accenture, it shows how these managers' increased expectations could directly frustrate them, mostly caused by external factors, such as insufficient compensation, lack of advancement...

  • Support function. Chapman, Rhiannon // People Management;12/04/97, Vol. 3 Issue 24, p28 

    Describes the part which the author plays as she combined coaching and mentoring with specialist advice on personnel issues. Professionals who have access to the latest expertise and advice from the professional firms that many of them came from; Supports that employees can get from within the...

  • Group mentoring solves personality conflicts. Flynn, Gillian // Personnel Journal;Aug95, Vol. 74 Issue 8, p22 

    Reports on the growing popularity of group mentoring among companies. Advantages of group mentoring over individual mentoring.

  • Mentoring programs becoming a necessity as work force ages. Sitterly, Connie // Fort Worth Business Press;02/25/2000, Vol. 12 Issue 44, p17 

    Discusses how a mentoring relationship can be mutually rewarding and beneficial process. Qualities that proteges should possess; Pitfalls and vulnerabilities of the process.

  • CREATE A MENTORING PROGRAM. Goldsmith, Barton; Landolt, Sara Cox; Sweeney, Theresa // Credit Union Management;Nov2001, Vol. 24 Issue 11, p6 

    Provides tips on creating a company mentoring program. Objective; Steps; Importance of understanding mentoring relationship.

  • Quick and dirty HR gets the job done. Kearns, Paul // Personnel Today;3/12/2002, p23 

    Comments on the professionalism of the human resources management in Great Britain. Satisfaction of the bureaucratic necessities of the procedure of the organization; Role of the operational manager; Consideration of the laborious policies and procedures.

  • Disagreements: Avoid the divisiveness. Bacilek, Mimi // Sales & Service Excellence Essentials;Apr2010, Vol. 10 Issue 4, p8 

    The article offers suggestions for business managers on how to manage disagreements among organization members and how to predict divisive issues.

  • Equity Theory and the Managerial Matrix. Huseman, Richard C.; Hatfield, John D. // Training & Development Journal;Apr90, Vol. 44 Issue 4, p98 

    Focuses on the application of the equity theory to personnel management. Identification of a specific set of managerial behaviors that influence employee performance; Management of employee perceptions; Impact of managerial strategies on employee outcomes.


Read the Article


Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics