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Management development: new agendas for information professionals

Jennifer Rowley (Head of the Department of Business and Management Studies in the Crewe+Alsager Faculty, Manchester Metropolitan University, UK.)

Library Management

ISSN: 0143-5124

Article publication date: 1 February 1995



Reviews some of the key issues and strategies associated with current thinking on management development, starting from the perspective that appropriate management development is a prerequisite to economic success in the 1990s. Since information professionals may be located in a variety of different organizations and in the duration of a career may make several career moves between different organizations and types of employment status, it is important that they share responsibility for their own personal development strategy with that of their employing or contracting organization. Where appropriate, this personal development plan must include management development. Organizations, on the other hand, need to establish appropriate management development programmes to support the development of management skills in all of their managers. Both parties need then, to be committed to management development and need to meet to agree shared objectives for specific time periods. This meeting is often part of an appraisal system. Management development programmes need to take account of national initiatives such as IIP and MCI and may make use of a range of different approaches including mentoring, self‐development, action learning and outdoor development. Concludes with action plans for both individuals and organizations which demonstrate the shared focus but differing perspectives.



Rowley, J. (1995), "Management development: new agendas for information professionals", Library Management, Vol. 16 No. 1, pp. 5-10.




Copyright © 1995, MCB UP Limited

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