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This monograph looks at the growing use of the outdoors for management development on both sides of the Atlantic. The author suggests the term “Outdoor Development” to describe a systematic use of outdoor activities which incorporate process reviews and the application of experiential learning methods.

Many organisations are reconsidering their investment in formal education and training, in favour of more informal approaches to learning such as mentoring, temporary assignments, stretch assignments, and job rotation. The purpose of this paper is to explore the ways in which managers have developed capabilities for their roles thus far and their preferred approaches for future development with particular consideration given to a comparison of formal and informal learning.

This paper reports on a case study conducted within an Australian nonprofit organisation focussing on the extent to which managers attribute their current level of management skills to formal or informal learning and the extent to which they would prefer formal or informal learning (or a combination) for future development.

Findings indicate a large part of the managers’ current management capabilities were acquired through informal means, and these are seen as desirable for ongoing development, however, there is also a desire for formal learning methods to complement informal methods.

Management development is a critical HRD activity however there is limited knowledge about how managers have built their current capabilities and their preferences in terms of the mix of formal and informal learning for the future.

This special “Anbar Abstracts” issue of the Journal of European Industrial Training is split into seven sections covering abstracts under the following headings: General Training Issues; Education & Students; Training/Learning Techniques; Training Technology; Skills Training; Management Development; Career/HR Development.

The failure to deliver Management development has not fulfilled the hopes and expectations many people had in the 60's and 70's, that it would help to transform British industry and commerce. The views of many managers are reflected in the recent article by Mike Abrahams, Head of Management Development at Marks & Spencer: I have seen no proof that management development makes any contribution to the effectiveness of an organisation. What is more important, I have no evidence that not having management development adversely affects an organisation. Many were not pleased by the comments from which I quote. However, Mike Abrahams goes straight to the heart of the matter. To put it even more plainly: much of the vast variety of activity in the past 20 years (despite the genuine effort that has gone into it) has made little, if any, difference. Most people involved, whether managers or management development specialists know this. They also know that in the present economic climate management development people are particularly vulnerable. Unless they can finally and convincingly demonstrate their value, there probably will be no significant management development function by the end of the decade.

This special “Anbar Abstracts” issue of the Industrial and Commercial Training is split into six sections covering abstracts under the following headings:Education/Graduates/Students; Training/Learning Techniques; Skills Training; Management Development; Career/Human Resources Development; Training Technology.

Recent changes have demanded a more strategic perspective from those who lead and manage organisations, placing increased pressure on employees to be more productive, innovative and change orientated. This has precipitated a search for a more integrated model of human resource development. This article discusses some of the debate that currently prevails within the field of management development. In doing so, it gives consideration to a range of definitional issues, current debates and a number of alternative but complementary management development strategies. The article concludes with a brief discussion of the issues involved in evaluating the effectiveness of management development, focusing in particular on the problems of measurement of outcomes.

Traditional approaches to organizational change are of little use in the bid for increased innovation as they reinforce top‐down predictability. An alternative approach is through the creation of pockets of good practice which act as role models of change. These pockets need to be subversive of existing practices but simultaneously deliver organizational success criteria. The success of this approach is dependent upon managers developing a critical perspective about organizational control systems. Contrary to received wisdom the foundation for this critical perspective may be most usefully developed from the manager’s own cynical experience of organizational life. In building this critical perspective management development may begin to fulfil a wider educational role in society.

This special “Anbar Abstracts” issue of the Industrial and Commercial Training is split into six sections covering abstracts under the following headings:Education/Graduates/Students; Training/Learning Techniques; Skills Training; Management Development; Career/Human Resources Development; Training Technology.

The purpose of this paper is to examine the HRD practices of multinational enterprises (MNEs) operating in Australia to understand the value that MNEs place on investment in their human capital, particularly managerial talent.

Drawing on a representative sample of 211 MNEs operating in Australia, this paper investigates the extent (using frequencies) and determinants (using logistic regression analysis) of training and development expenditure, management development strategies, talent management and succession planning policies.

The findings suggest that less than 20 per cent of MNEs operating in Australia are investing over 4 per cent of their annual pay bill on training and development. Furthermore, almost a quarter of firms invest less than 1 per cent in training and development. However, most MNEs invest in their managers and those with high potential through the use of management development programmes, talent management strategies and succession planning. Interestingly, in comparison to US MNEs, Australian MNEs were less likely to use management development or talent management programmes for senior management or high performing staff.

The current study is cross-sectional and represents a snapshot of MNEs’ HRD practices at one point in time. The study measured the perceptions of the most senior HR manager and did not include the views of other organisational participants. The authors suggest the need for future research studies that incorporate longitudinal research designs and the views of different organisational actors.

HR managers or HRD specialists need to develop a strong understanding of the Australian institutional context, as well as demonstrate the importance/business case for an integrative approach to HRD.

This paper fulfils an identified need to study the HRD practices of MNEs operating in Australia, particularly focusing on the value that MNEs place on their human capital.

This special “Anbar Abstracts” issue of the Journal of European Industrial Training is split into seven sections covering abstracts under the following headings: General Training Issues; Education & Students; Training/Learning Techniques; Training Technology; Skills Training; Management Development; Career/HR Development.