Pilkington Glass Ltd (PGL) operates in a rapidly changing world, and depends entirely on its managers to run and control its businesses. As part of a company strategy to improve profitability and develop management performance PGL examined how managerial skills were being acquired; decided what training and development activities the company should provide; analysed succession planning through to senior management; and asked the question, who is managing the managers′ careers? The article summarises their discussions and outlines their current programme of management development.
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