Discusses the issue of management development for top management in Britain. Derives insights from the Anglo‐Japanese management development study at the University of Warwick. Underscores the strategic importance of executive development. Contrasts the “motherhoods” with the reality (and the problems) of executive development in Britain. Points to some possible ways forward: top‐down, formal training; bottom‐up, informal self‐development; and supported self‐development mentoring and action learning.
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