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Management development: in search of a new role?

Paul S. Kirkbride (ITT Industries Inc., Basingstoke, UK)

Journal of Management Development

ISSN: 0262-1711

Article publication date: 1 March 2003

2594

Abstract

This paper argues, based on academic research as well as personal experience, that management development (MD) functions are not always utilising their resources, either in terms of people or time, effectively. They are perceived to spend large amounts of their time on “administrative” or “welfare” aspects of the role whilst neglecting some of the more strategic issues or roles. Using a model of HR roles, we explore the potential roles for the MD function, analysing exactly what each role would imply for MD activities. We conclude by suggesting that MD is in many cases in danger of becoming left behind as the rest of the HR function moves onto more strategic concerns. Thus the challenge is to forge a more strategic role, either as a strategic business partner or as a change agent.

Keywords

Citation

Kirkbride, P.S. (2003), "Management development: in search of a new role?", Journal of Management Development, Vol. 22 No. 2, pp. 171-180. https://doi.org/10.1108/02621710310459711

Publisher

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MCB UP Ltd

Copyright © 2003, MCB UP Limited

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