The Development of General Managers: Some New Zealand Evidence
The transition of functional specialists into general managers is recognised as a priority area for management education. This article is concerned with those factors and events which general managers themselves regard as having been the main influences on their careers. It addresses the following questions: what skills do general managers acquire as they develop, how are these acquired and how important is management education in this process? The findings should be of interest to aspiring general managers and those charged with identifying and grooming these managers.
Economic Deregulation and General Managers: New Zealand’s Experience
Draws on two surveys of New Zealand general managers – the first conducted in early 1984, the second at the end of 1991 – to assess the impact on managers of the substantial deregulation of the domestic economy. Average age, work hours, educational level and career path changed little over the period. However, the expectation that external pressures would lead to the adoption of more directive management styles is not borne out. Perceived future challenges accord with those revealed in a recent study of European managers, suggesting that the internalization of the New Zealand economy has led to the “internationalization” of managers.
Research requirements to reduce maintenance costs of civil helicopters
The maintenance problems faced by the operators of civil helicopters that result in high costs are documented. Existing technology that can be applied to reduce maintenance costs and research that should be carried out were identified. Good design practice and application of existing technology were described as having a significant impact on reducing maintenance costs immediately. The research and development that have potential for long range reduction of maintenance costs are presented.