Doyle MJournal of Management Development, (UK), 2000 Vol 19 No 7
Start page: 579. No of pages: 21
Explores the extent to which management development is considered as a strategic tool for developing both managers and their organizations. Examines evidence from a number of studies that are critical of management development thinking and practice. Highlights the problems caused by increasingly complex organizational systems and discontinuous change. Argues that there needs to be a focus on managing development ‘in context’ rather than an emphasis on providing formalized training or education. Notes the prioritization of management development in the UK as it is given an increasingly strategic role. Identifies the negative influences undermining the efficacy of development strategies. Addresses the need to establish positive reinforcing loops to sustain development activity and outlines a new perspective for management development.
Subject(s): MANAGEMENT DEVELOPMENT, ORGANIZATIONAL CHANGE, ORGANIZATIONAL POLITICS, ORGANIZATIONAL THEORY
Style: Wholly theoretical. ISSN: 0262-1711
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