“Natural” and “managed” management development are contrasted, with the latter guiding the attempt by a large North American financial service to answer the question, “What can we do to develop our managers most effectively?” In‐depth interviews with a stratified sample of managers produced strong suggestions about what is being done well, what is being done poorly, and what needs to be done. Representative responses are presented together with the recommendations and conclusions they engender for this company and others.
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