Search results1 – 10 of over 238000
This article is based on the premise that traditional managementdevelopment activities have failed to give organisations the resultsthey require. It develops the idea that…
This article is based on the premise that traditional management development activities have failed to give organisations the results they require. It develops the idea that management development will only be successful if it is more closely linked to corporate strategy, and that a thorough understanding of the organisation′s mission, strategy, culture, operations and structure is essential for this to take place. This necessitates a change of emphasis and role for the management development professional, and there are messages for both chief executives and management development professionals as to how these changes might take place.
One of the most important things for managers to realise is thatthere may be patterns to their behaviour after management development. AUS survey of executive MBA students…
One of the most important things for managers to realise is that there may be patterns to their behaviour after management development. A US survey of executive MBA students demonstrated two different patterns regarding further management development. Sometimes the managers′ behaviours appear to be forward looking and weighing alternatives about future outcomes. At other times, their behaviours seem to be backward looking and in justification of past behaviour.
When a company (through failure to perform) seeks to shift towards adopting a strategic management philosophy then the role and significance of management development also…
When a company (through failure to perform) seeks to shift towards adopting a strategic management philosophy then the role and significance of management development also change. An opportunity for the integration of management development into the overall process of management and hence the development of more consistency and accountability in its practice is recommended. An action research project can implement this change. This allows management in the company to design a management development framework. It involves a survey of all managers in the company to assess development needs and preferred methods; in‐depth interviews with a cross‐section of managers to explore key management development issues; and the establishing of a task force of up to 20 managers to interpret the survey and interview results in order to generate a draft management development scheme.
Examines the relationships and problems that exist between thetheory and practice of human resource development in the public sector.Aims at enhancing the capability of…
Examines the relationships and problems that exist between the theory and practice of human resource development in the public sector. Aims at enhancing the capability of human resource management systems to adapt and respond proactively to a constantly changing environment in the 1990s and beyond. Identifies and analyses the evolution and development of human resource management systems in the Barbados public sector with special reference to the role of the personnel agencies, systemic as well as sectoral problems, policy/political constraints and the relationships between management capability and national development.
There is a high degree of uncertainty as to how well organisations are using management development to enhance their strategic performance. This article reports a survey…
There is a high degree of uncertainty as to how well organisations are using management development to enhance their strategic performance. This article reports a survey which indicates that most managers believe there is, in reality, considerable scope for improvement in the way their organisations use management development. There appear to be a few organisations which create management development strategies or which lock management development activities into the strategic needs of the business. One solution would be for management development professionals to take a more proactive role than is currently the case in promoting its value.
Successfully measuring effectiveness in management training anddevelopment can be a difficult task. Design of a valid measurementprogramme should include evaluation in key…
Successfully measuring effectiveness in management training and development can be a difficult task. Design of a valid measurement programme should include evaluation in key areas; including emotional reaction and knowledge gain measured after training interventions. Behavioural change and organisational impact measurements should be used on a longer time horizon to evaluate the progress and currency of the management development programme. Finally, research shows that maintaining a balance of the above measurements is the final key to success in measuring the effectiveness of management training and development.
Originates from a management development programme which was runfor a statutory water authority over a period of two‐and‐a‐half years,which sought to facilitate a change…
Originates from a management development programme which was run for a statutory water authority over a period of two‐and‐a‐half years, which sought to facilitate a change in management style away from a directing and controlling paradigm towards a supportive and trust‐based paradigm. A significant requirement of the programme, as specified by senior management, was the empowerment of middle management. However, the implications of this were not fully appreciated by senior management until late in the programme when issues of control came back into prominence. Eventually, the programme was curtailed and middle managers were consequently disillusioned rather than empowered. Offers insights into the nature of the dynamics of the change process and draws attention to the phenomenon of senior management resistance to change. Suggests, however, a more pervasive ambivalence in change management in general and “empowerment” in particular. This has significant implications for the regulation and limitation of learning.
Reviews some of the key issues and strategies associated withcurrent thinking on management development, starting from theperspective that appropriate management…
Reviews some of the key issues and strategies associated with current thinking on management development, starting from the perspective that appropriate management development is a prerequisite to economic success in the 1990s. Since information professionals may be located in a variety of different organizations and in the duration of a career may make several career moves between different organizations and types of employment status, it is important that they share responsibility for their own personal development strategy with that of their employing or contracting organization. Where appropriate, this personal development plan must include management development. Organizations, on the other hand, need to establish appropriate management development programmes to support the development of management skills in all of their managers. Both parties need then, to be committed to management development and need to meet to agree shared objectives for specific time periods. This meeting is often part of an appraisal system. Management development programmes need to take account of national initiatives such as IIP and MCI and may make use of a range of different approaches including mentoring, self‐development, action learning and outdoor development. Concludes with action plans for both individuals and organizations which demonstrate the shared focus but differing perspectives.
Most organised development efforts in developing countries have historically focused on health care, food sufficiency, infrastructure, or technical and vocational…
Most organised development efforts in developing countries have historically focused on health care, food sufficiency, infrastructure, or technical and vocational training. However, the need to enhance concurrently managerial and organisational capabilities has been increasingly recognised. This is currently being addressed in many developing countries through formal management development projects sponsored both locally and by such external agencies as the United States Agency for International Development (USAID) and the World Bank, among others. As interest grows in effectively accomplishing planned management development in such settings, and as the magnitude of resource commitments to development projects increases from local and international sources, there is a corresponding need for guidelines on how to do these development activities well in the settings of third world countries. The purpose of this paper is to suggest a comprehensive design for management and organisation development that incorporates learning from the author's experiences with a three‐year middle management training project conducted in Egypt.
The article examines the results of a major survey of the processes of developing effective managers. The questionnaire‐based analysis was conducted by the International Management Centre from Buckingham and involved 144 directors. Individual directors were asked to describe the processes which had influenced their development, and the information attained was compared with organisational objectives.