Improving management performance in rapidly changing organizations

Abstract

This article reports the results of a study on management development practices in US service and manufacturing organizations. Data and statistical analyses from a sample of 433 middle and front‐line managers from 59 different US service and manufacturing organizations are reported which examined: What specific management development practices are most important from a manager’s perspective to improving their performance in rapidly changing organizations; and, are managers actually getting the development experiences they need to be effective in these organizations? Among the top ten important practices identified by managers as improving their performance, focus, feedback, and learning (e.g. problem solving, new communication and leadership) by experience are re‐occurring themes. The results also point to startling differences between the management development experiences they want and what they are actually getting from their organizations. Based on the data a series of lessons for improving the effectiveness of managers is provided.

Citation

Longenecker, C.O. and Fink, L.S. (2001), "Improving management performance in rapidly changing organizations", Journal of Management Development, Vol. 20 No. 1, pp. 7-18. https://doi.org/10.1108/02621710110365014