Moving ahead on cultural change
- I've been House-trained. Gallant, John // Network World;07/28/97, Vol. 14 Issue 30, p1
Features the managerial training program offered by Bay Networks chief executive David House. Description of the four programs of the course; Goals of the training; House's efforts to overcome the geographical and political differences between the company's employees. INSET: Analysts question...
- Knowledge wave hits executive training. Seligman, Melanie // New Zealand Management;Nov2001, Vol. 48 Issue 10, p70
Discusses the importance of executive training. Factors that hinder executives in taking part in training; Criteria of a training program; Demand for in-house delivery training programs.
- Girls and careers in ICT. // Workplace Learning & Skills Bulletin;4/29/2013, Issue 73, p6
The article focuses on a debate raised by Chi Onwurah, parliamentarian in the House of Common in England, on the participation of women in Information and Communication Technology (ICT). She presented statistics which depicts that only 2400 women enrolled in undergraduate computer courses as...
- Defining "Interactive" Training Under California's New Sexual Harassment Prevention Mandate. Shaw, Jennifer Brown; Lotito, Michael J. // Venulex Legal Summaries;2004 Q4, p1
The article provides information on the AB 1825 statute which requires employers with 50 or more employees to provide sexual harassment prevention training to supervisors and managers in California starting on January 1, 2005. The law requires interactive training by individuals with knowledge...
- Harassment Shouldn't Be Taken Lightly In The Workplace. Sjoberg, Doug // San Diego Business Journal;3/27/2006, Vol. 27 Issue 13, pA27
The article reports on the California law requiring all employers to provide a sexual harassment prevention training for managers. The Labor Code mandates two hours of training for managers of employers with more 50 employees. This is to reduced the number of sexual harassments complaints to the...
- Geometric progression. O'Keeffe, John // People Management;04/02/98, Vol. 4 Issue 7, p54
Argues that managers must receive training in triangular thinking to help improve their, and the company's, productivity. Disadvantages of incrementalism; Background on Procter and Gamble's use of triangular thinking. INSET: Mane attraction. by Jane Pickard.
- Training managers for South Africa. Lasseter, Diana G. // Business News New Jersey;11/15/95, Vol. 8 Issue 21, p14
Profiles Madison, New Jersey-based nonprofit corporation South African Leadership Development Program. Placement of South African middle managers in American businesses where they can learn skills that will help both their companies and their country; Launching of program after The Professional...
- Nurturing directors for the year 2020. Louchheim, Frank P. // Corporate Board;Nov/Dec90, Vol. 11 Issue 65, p7
Focuses on the need for corporations to become involved in training young people to assure a sufficient supply of qualified leaders in the United States. Impact of the increasing high school drop-out rates on skilled-labor supply in the country; Globalization of the corporate structure; Career...
- The Case Method Bank: One Approach to Ongoing Management Development. Bunn, Willard // Financial Practice & Education;Spring/Summer93, Vol. 3 Issue 1, p53
Focuses on the management training program developed by the Marine Corp. at its headquarters in Springfield, Illinois. Emphasis on the use of case studies; Invitation of experts as speakers; Marine as a member of `The New Yorker's' Education Program; Measures of success.