Different roles, different views: exploring the range of stakeholder perceptions on an in‐company management development programme

Abstract

Explores issues arising from an evaluation of a qualification based management development programme run in partnership between Bristol Business School and Chep UK Ltd. Finds the outcomes of the research were important in three ways. First, in providing a greater understanding of stakeholder perceptions of the programme, facilitating modification and improvement. Second, in highlighting the differences between the three major groups of stakeholders within Chep: participants, line managers and board members. Finally, in demonstrating the importance of locating management development initiatives within a clearly developed strategy for organizational change and development. The research was completed in 1993 prior to a major change in the senior management of Chep across Europe and the publication of a strategic plan up to 1998. The views expressed are those of the authors and are not necessarily shared by others.

Citation

Simpson, P. and Lyddon, T. (1995), "Different roles, different views: exploring the range of stakeholder perceptions on an in‐company management development programme", Industrial and Commercial Training, Vol. 27 No. 4, pp. 26-32. https://doi.org/10.1108/00197859510087596