A manager's role has changed in the last few years. The government, through the development of National Training Targets, Investors in People and the Vocational Qualification system (NVQs), is at the forefront of the drive towards lifetime learning, flexible self-development, continuous improvement and competence or core skills based training, linked directly to business goals.
The `delayering', `re-engineering' and redundancy programmes following the recession of the `80's, encouraged companies to look for practical ways of helping their remaining `empowered' employees to develop skills and knowledge for themselves. Individual managers became aware of the need to cope with the growing demand for flexibility. Whether self-development is part of a company initiative or something you are doing independently, this book will give you the tools to identify your competence, set objectives and make action plans for development — and keep the process going.
`The nineties will be a decade in a hurry' commented David Vice,
an ex-Northern Telecom executive in 1993. `There'll be only two
kinds off manager, the quick and the dead.' He was right:
managers need to be proactive, flexible and willing to take more