Demands made on the management skills of Britain's 2.5 million managers increase continually. Each year 90,000 people take courses to improve their management skills. Colleges and universities are expanding to meet this demand for better qualified managers.

Employers increasingly regard training as an investment in people. But companies often do not fully understand the challenge of combining a career with study and individuals may underestimate the demands of part-time study.

Study Skills for Managers has been developed with all managers in mind. It emphasizes the needs of those beginning a part-time MBA or Diploma, but is also relevant to all managers concerned with self development and with keeping up-to-date.

The author brings together practical ideas and advice for busy managers wishing to improve the effectiveness of their self-development and study skills. The book covers a wide range of topics including: information and memory; diagrams as an aid to thinking and learning; reading and report writing; time management; and stress management.

Readers are encouraged to test and develop their own skills at every stage and to assess their own strengths and weaknesses. A series of exercises increases the reader's self-confidence and builds links between the world of work and the world of management learning.

Self-Development and the Return to Learning: Where are You Now?
Self-development and the return to learning: Where are you now?
You and Your Career

Trends and fashions influence every aspect of life, and the apparently mundane world of training and personnel management is no exception. Over recent years human resources managers have replaced personnel managers and for managers training has become ‘self-development’ and ‘management development’. However, these new titles are more than mere cosmetic changes in name. They reflect a subtle but important shift in emphasis. Workers and staff are no longer units of resource, but have become ‘people’!

Tom Peters, the American management guru, drew attention to this in one of his television lectures by citing the all too familiar example of British (and American) company annual ...

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