• All policies and strategies must be discussed with all managerial personnel and staff.
• Managers must understand where and how they can implement their policies and strategies.
• A plan of action must be devised for each department.
• Policies and strategies must be reviewed regularly.
• Contingency plans must be devised in case the environment changes.
• Assessments of progress ought to be carried out regularly by top-level managers.
• A good environment is required within the business.

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Sourec: wikipedia 

Leaders and managers must take different views of processes and procedures, as well. A leader is concerned with overall processes. Remember, from the bird's eye view, a leader can see which processes are effective and which ones are not. A shift in process may come from an overall leader, but the procedures or execution of the new process is a management function. The managers with the micro views can make changes to their procedures in order to carry a process through from its beginning to its end. Along the same lines, a leader may even define a desired result, leaving process changes to other managers. In this situation, a leader might say that the time it takes to complete "Process X" is too long - the desired result is a shorter timeframe. Managers must be concerned with the tools that will help them achieve the desired result - for example, a new piece of equipment may be needed to shorten the timeframe for Process X, and a manager must have the knowledge of the tools to make this recommendation.

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MaST and Dr Peter Honey teamed up on the first day of HRD Week to launch a new learning questionnaire. The short set of just ten questions has been devised in order to give the learner a learning health check. Everyone who completes the questionnaire - and anyone who missed the seminar can do so at stand 930 - will receive feedback next week once MaST has had a chance to analyse the results.

The results will benchmark individual respondents against everyone else who completed the questionnaire and will give tips for improving their learning health. Honey and Mark Mercer of MaST presented an informative and participative looking at conscious learning and unconscious learning. After establishing that conscious learning was better in terms of understanding what had been learnt, retaining it and being able to explain it, Honey and Mercer went on to explore ways of making sure learners are engaged during the learning process. Honey explained that, in addition to working through the learning cycle, asking how learning was achieved allows the learner to get more out of the process. Refreshingly, death by PowerPoint was abandoned at the start of the presentation in favour of large paper clouds on which key points were written.

These were displayed at appropriate moments by Honey and Mercer to an indulgent audience. The seminar entitled People are built to learn – or are they? was very well attended. All the seats were taken and the audience stood several deep around the edges. It was clearly one of the highlights of the day. Mangmnet Development

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