Part 1 The broad brushstroke - identifying effective performance: introduction: setting the scene, Marion Devine and Michael Osbaldeston; what makes a manager?, Stephen Bevan; doubts about competency, John Burgoyne; no simple answers, Robin Jacobs; unravelling managerial performance, Tom Boydell; individual and collective competency, Charles Dodd. Part 2 Filling in the detail - developing leaders and teams: developing future leaders at British Airways, Brian O'Neill; releasing of power in ICI, Christopher Bull; BP's move from assessment to development, Julian Greatrex; management succession and organizational change, Valerie Stewart; towards organizational team working, Wendy Briner and Frank Tyrrell; action profiling at Kodak, Mike O'Farrell; from vision to action, Eric Mitchell. Part 3 Framing the picture: managing in turbulent times; the adaptive manager, Ronnie Lessem; in search of fulfilment, Ben Thompson-McCausland.
