Organizational transformation and renewal: a case for reframing management development

Abstract

Evidence has emerged from an analysis of two organizational case studies to suggest that a relatively discrete and processual view of management development may be contributing to the “failure” of development strategies and activities to meet organizational expectations during a time of radical change. Proposes a more holistic, relational perspective in which management development is reframed to take account of the wider contextual influences such as changing goals, tasks, technologies, cultures, structures, power and the “realities” of managerial work. In the reframed model, focuses on understanding the dynamics that exist between the process of developing managers and the organizational context in which development activities are located. This new perspective provides those responsible for development with a practical framework for intervention, action and organizational learning.

Citation

Doyle, M. (1995), "Organizational transformation and renewal: a case for reframing management development", Personnel Review, Vol. 24 No. 6, pp. 6-18. https://doi.org/10.1108/00483489510097912