Clarke MHuman Resource Management Journal, (UK), Vol 9 No 2

Start page: 38. No of pages: 12

Asks why recent research, carried out by Cranfield School of Management, showed that 40 per cent of UK managers believe that money is wasted on management development activities, despite more money than ever being spent on management development by UK organizations. Places management development in the context of the power relations operating within organizations, investigating if management development is an organizational game used to further particular power relations. Looks at the central place given to management development within human resource management theory and practice. Argues that management development plays an important role in legitimizing organizational activities, helping to create the myth of a caring organization, staffed with managers who are concerned with employee autonomy and the quality of working life. Sees this as masking the real issues of power and control within the organization. Considers the potential of management development to break out of this organizational role to create pockets of good, socially responsible management practice.

Subject(s): MANAGEMENT DEVELOPMENT, MANAGERIAL POWER, HUMAN RESOURCE MANAGEMENT, ORGANIZATIONAL POLITICS, EMPLOYEE RELATIONS, ETHICS

Database: TMA: Top Management Abstracts HRMA: Human Resource Management

Abstracts PS: Public Sector Management. Style: Wholly theoretical

ISSN: 0954-5395. Reference: 28AN107

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