TY  - JOUR
AB  - Offers some new and different insights into the field of management
development. Begins by inviting the reader to consider that bottom‐line
profit results are influenced by the behaviour of, and attention to,
both internal and external customers. An example is then used to explain
how the context for management development hinges on three key
organizational factors, namely culture, consultation and commitment.
Links this contextual framework to two important business profiles,
namely the business strategy profile and the business planning profile,
in order to locate the management development context. Reinforces the
view that training initiatives such as “customer care”
programmes only really work when the context is not only explained to
staff, but that such initiatives are finite, measurable in results
terms, and carry customer‐related benefits which affect the
profitability of the business. Argues that unplanned staff development
initiatives can militate against real progress being made, simply
because of the lack of contextual integration.
VL  - 17
IS  - 6
SN  - 0309-0590
DO  - 10.1108/EUM0000000000236
UR  - https://doi.org/10.1108/EUM0000000000236
AU  - Bennett Anthony R.
PY  - 1993
Y1  - 1993/01/01
TI  - Corporate Culture or Customer Care: Where Does the Buck
Stop?
T2  - Journal of European Industrial Training
PB  - MCB UP Ltd
Y2  - 2024/04/25
ER  -