Mr William David Rees

All Stories

1. 
   Delegation

   Article • Industrial and Commercial Training, September 2015, Emerald

   Mr William David Rees

2. 
   Redundancy handling – a key training need

   Article • Industrial and Commercial Training, June 2009, Emerald

   Mr William David Rees

3. 
   The re‐branding of management development as leadership development – and its dangers

   Article • Industrial and Commercial Training, July 2008, Emerald

   Mr William David Rees

4. 
   Corporate strategy development and related management development: the case for the incremental approach, part 2 – implications for learning and development

   Article • Industrial and Commercial Training, December 2006, Emerald

   Mr William David Rees

5. 
   Corporate strategy development and related management development: the case for the incremental approach, part 1 – the development of strategy

   Article • Industrial and Commercial Training, August 2006, Emerald

   Mr William David Rees

6. 
   Matrix structures and the training implications

   Article • Industrial and Commercial Training, August 2004, Emerald

   Mr William David Rees

7. 
   Appraisal pitfalls and the training implications – part 1

   Article • Industrial and Commercial Training, December 2003, Emerald

   Mr William David Rees

8. 
   Chairing – developing a key skill

   Article • Industrial and Commercial Training, April 2003, Emerald

   Mr William David Rees

9. 
   Management by panacea – the training implications

   Article • Industrial and Commercial Training, November 2002, Emerald

   Mr William David Rees

10. 
    The use of case studies in management training and development. Part 2

    Article • Industrial and Commercial Training, June 2002, Emerald

    Mr William David Rees

11. 
    The use of case studies in management training and development. Part 1

    Article • Industrial and Commercial Training, February 2002, Emerald

    Mr William David Rees

12. 
    Management training for international students

    Article • Industrial and Commercial Training, November 1998, Emerald

    Mr William David Rees

13. 
    Employee participation and managerial style (the key variable)

    Article • Industrial and Commercial Training, September 1998, Emerald

    Mr William David Rees

14. 
    Negotiation ‐ mystic art or identifiable process? Part 2

    Article • Industrial and Commercial Training, September 1997, Emerald

    Mr William David Rees

15. 
    Negotiation ‐ mystic art or identifiable process? Part 1

    Article • Industrial and Commercial Training, June 1997, Emerald

    Mr William David Rees

16. 
    Managerial stress ‐ dealing with the causes, not the symptoms

    Article • Industrial and Commercial Training, April 1997, Emerald

    Mr William David Rees

17. 
    The Disciplinary Pyramid and its importance

    Article • Industrial and Commercial Training, February 1997, Emerald

    Mr William David Rees

18. 
    The importance of the managerial hybrid

    Article • Industrial and Commercial Training, December 1996, Emerald

    Mr William David Rees