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010   $a1-280-51148-6
010   $a9786610511488
010   $a1-84544-525-2
035   $a(CKB)1000000000002801
035   $a(EBL)232309
035   $a(OCoLC)61727287
035   $a(SSID)ssj0000465704
035   $a(PQKBManifestationID)11314300
035   $a(PQKBTitleCode)TC0000465704
035   $a(PQKBWorkID)10440156
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035   $a(MiAaPQ)EBC232309
035   $a(Au-PeEL)EBL232309
035   $a(CaPaEBR)ebr10052808
035   $a(CaONFJC)MIL51148
035   $a(OCoLC)133164623
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100   $a20000815d2003      uy         0
101 0 $aeng
135   $aur|n|---|||||
181   $ctxt
182   $cc
183   $acr
200 10$aExecutive development $emeeting the needs of top teams and boards /$fSheila Jackson, Elaine Farndale and Andrew Kakabadse
205   $a1st ed.
210   $aBradford, England $cEmerald Group Publishing$dc2003
215   $a1 online resource (85 p.)
225 0 $aThe journal of management development ;$vv.22, no. 3
300   $aDescription based upon print version of record.
311   $a0-86176-810-8 
327   $aContents; Editorial boards; Abstracts and keywords; Executive development; 
330   $aNumerous commentators emphasise that, to compete successfully in today'sever-changing environment, directors need to become more flexible andinnovative in their careers and in their day-to-day work (Beardwell and Holden,2001, p. 275; Longenecker and Fink, 2001, p.
606   $aExecutives$xTraining of
606   $aManagement$xStudy and teaching
615  0$aExecutives$xTraining of.
615  0$aManagement$xStudy and teaching.
676   $a658.4
700   $aJackson$b Sheila$0705436
701   $aFarndale$b Elaine$01653226
701   $aKakabadse$b Andrew$01653227
801  0$bMiAaPQ
801  1$bMiAaPQ
801  2$bMiAaPQ
906   $aBOOK
912   $a9910818509003321
996   $aExecutive development$94004403
997   $aUNINA