Presents an American view of how British corporations have renewed their efforts to improve the development of managers. Examines management development practices at five corporations to identify the kinds of programmes being instituted to enhance managers′ skills. The results reveal some common practices which attempt to link management development to organizational goals. Priorities range from individual change as the principal purpose to corporate pay‐offs as the primary objective. All programmes suffer from a lack of concrete measurement to determine if these objectives are being met.
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