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Management Development (management + development)
Selected AbstractsInputs and Outcomes of Outdoor Management Development: Of Design, Dogma and DissonanceBRITISH JOURNAL OF MANAGEMENT, Issue 4 2007Philip J. Jones Although it is now a multi-million pound international industry, there is continuing scepticism about the benefits of Outdoor Management Development (OMD). This study investigates the impact of participation in an archetypal example of OMD on a cohort of junior managers (n=19). Participants reported changes in a variety of attitudes including, their opinions of themselves, team-working and the theoretical frameworks used to underpin the programme. Analysis of individuals' accounts found associations between participation in particular forms of outdoor training activities and changes in certain categories of attitude. Cognitive dissonance theory is used as a framework to explain these changes. More specifically, we contend that task selection and review-style choices made by providers and sponsors significantly influenced the reactions, sense-making processes and training outcomes reported by participants. This study challenges the design of contemporary OMD programmes that privileges a linear, incremental view of development where one starts with simple tasks of short duration and gradually progresses to longer and more complex activities. [source] The Determinants of Management Development: The Views of MBA GraduatesBRITISH JOURNAL OF MANAGEMENT, Issue 2000Christopher Mabey This article is derived from survey data obtained from a structured sample of 450 MBA graduates and is part of a wider programme of research investigating the current state of management development in Britain. The intention is to analyse the determinants of the amount, the methods and the impact of management development systems in UK organizations and to assess these findings in relation to a comparable analysis of HRD managers. Both the amount and the variety of management development methods are greater than has been previously reported and, for the HRD sample, the impact of this activity is broadly positive. While agreeing on the amount, MBA managers are less enthusiastic about the availability and effectiveness of management development they have experienced. Overall, the management development policy choices made by organizations are consistently the most influential in determining outcomes, and the implications for this are discussed. [source] Management development in small firmsINTERNATIONAL JOURNAL OF MANAGEMENT REVIEWS, Issue 3 2006Nerys Fuller-Love This paper is a review of the literature concerning management development in small firms. It looks at the benefits in terms of growing a small firm and whether the lack of management skills contributes to their failure. In addition, this paper looks at some of the barriers to management development, including the attitudes and characteristics of the entrepreneur, and also looks at learning models that may be appropriate for small firms. The paper also looks at the authors' views on the effectiveness of management development for small firms, the barriers to learning as well as the skills required. Management development programmes are now widely accepted as a means of improving the competitiveness of firms and the economy as a whole. Although management education and training has, in the past, been designed mainly for larger firms, there is a growing awareness of the requirements of small businesses. Government initiatives designed to encourage start-ups and to boost the growth of small firms have emphasized the importance of management development. This review of the literature shows that, on balance, management development programmes are effective for small firms. The main benefits appear to be survival and growth, reduction in failure and improvement in performance. The skills required include leadership and management, developing management systems and techniques and team building. Other skills include planning, delegation and financial management. The paper concludes that there is a need for further research into the effectiveness of management development programmes, the skills required and the barriers to learning in small firms and, also, whether they have an impact on the survival, growth and profitability of small firms. [source] Management development in the UK: a provider and participant perspectiveINTERNATIONAL JOURNAL OF TRAINING AND DEVELOPMENT, Issue 4 2000Christopher Mabey In an attempt to deepen our understanding of how extensive and effective management development is in the UK, this article adopts some integrative approaches. First, rather than relying on the corporate perception of management development provision, the views of participant managers are compared to those of Human Resource Development managers. Second, in addition to reporting training volumes, data are gathered about a range of methods used to develop managers and perceived quality of these methods. Third, perceptions concerning the success and impact of management development are reported. While providers and participants agree on the increasing amount of formal training, providers are far more optimistic about the strategic nature, the availability and the positive impact of this development. The implications of this perceptual gap are discussed. [source] Postfeedback development perceptions: Applying the theory of planned behaviorHUMAN RESOURCE DEVELOPMENT QUARTERLY, Issue 3 2006Alma McCarthy The primary purpose of management development programs is performance improvement at an individual and organizational level. Performance improvement results from knowledge, skill, or ability enhancement. An important intervention in management development is the use of 360-degree or multisource feedback (MSF), which leads to more effective career development activity resulting from enhanced self-awareness. The research model used to investigate self-reported postfeedback management development behavior is derived using the theory of planned behavior. The findings reveal that perceptions of the accuracy of MSF, cynicism, perceived organizational support, and age are significant predictors of postfeedback development behavior. The implications for research and practice are set out. [source] Management development in small firmsINTERNATIONAL JOURNAL OF MANAGEMENT REVIEWS, Issue 3 2006Nerys Fuller-Love This paper is a review of the literature concerning management development in small firms. It looks at the benefits in terms of growing a small firm and whether the lack of management skills contributes to their failure. In addition, this paper looks at some of the barriers to management development, including the attitudes and characteristics of the entrepreneur, and also looks at learning models that may be appropriate for small firms. The paper also looks at the authors' views on the effectiveness of management development for small firms, the barriers to learning as well as the skills required. Management development programmes are now widely accepted as a means of improving the competitiveness of firms and the economy as a whole. Although management education and training has, in the past, been designed mainly for larger firms, there is a growing awareness of the requirements of small businesses. Government initiatives designed to encourage start-ups and to boost the growth of small firms have emphasized the importance of management development. This review of the literature shows that, on balance, management development programmes are effective for small firms. The main benefits appear to be survival and growth, reduction in failure and improvement in performance. The skills required include leadership and management, developing management systems and techniques and team building. Other skills include planning, delegation and financial management. The paper concludes that there is a need for further research into the effectiveness of management development programmes, the skills required and the barriers to learning in small firms and, also, whether they have an impact on the survival, growth and profitability of small firms. [source] ,It's the identification, stupid': profiling senior public service managers for training and developmentINTERNATIONAL JOURNAL OF TRAINING AND DEVELOPMENT, Issue 2 2002Gambhir Bhatta A review of practices of senior management development across the upper echelons of the public services of major jurisdictions shows that while the need to develop leaders is universally recognised by governments, there are still considerable gaps in the development function. One of the key gaps the article argues that is central to the training and development function is that of identification and targeting of individuals. A profiling protocol is presented that is argued could be an appropriate tool for governments to consider as they seek to link the desired competencies with the career aspirations of their public service senior managers. [source] Management development in the UK: a provider and participant perspectiveINTERNATIONAL JOURNAL OF TRAINING AND DEVELOPMENT, Issue 4 2000Christopher Mabey In an attempt to deepen our understanding of how extensive and effective management development is in the UK, this article adopts some integrative approaches. First, rather than relying on the corporate perception of management development provision, the views of participant managers are compared to those of Human Resource Development managers. Second, in addition to reporting training volumes, data are gathered about a range of methods used to develop managers and perceived quality of these methods. Third, perceptions concerning the success and impact of management development are reported. While providers and participants agree on the increasing amount of formal training, providers are far more optimistic about the strategic nature, the availability and the positive impact of this development. The implications of this perceptual gap are discussed. [source] Comparing managerial careers, management development and management education in the UK and the USA: some theoretical and practical considerationsINTERNATIONAL JOURNAL OF TRAINING AND DEVELOPMENT, Issue 3 2000Graeme Martin This article explores some of the issues surrounding changing patterns of managerial careers, management development and management education in the UK and the USA. It addresses three lines of questioning: the new rhetoric of careers in the new economy, the evidence on changing organisational forms and the implications for careers and management development and education, and the future of management education and the role of business schools. The article is intended as a ,think piece' and acts as a backdrop for a comparative study of management development in Scotland and California currently being undertaken by the authors. [source] Reluctant but resourceful middle managers: the case of nurses in the NHSJOURNAL OF NURSING MANAGEMENT, Issue 1 2006BSc (Hons), GRAEME CURRIE PhD This study counters the widely held view that middle managers have little to contribute to strategic change in health care organizations. In particular, it argues that middle managers with a nursing background that manage clinical activity should be involved in strategic change beyond mere implementation of decisions made by executive management. Constraints upon this are noted , the power of doctors and central government intervention , that means middle managers enact a semiautonomous strategic role. Antecedents for the semiautonomous role are investment in organization and management development, developing lateral organizational structures that allow middle managers to make a contribution to the development, as well as the implementation of strategy and allowing middle managers to interact with other stakeholders outside the confines of the organization. [source] The development of nurses as managers: the prevalence of the self-development routeJOURNAL OF NURSING MANAGEMENT, Issue 4 2000D. Foster PHD Aim This article identifies ways in which hospital sisters and charge nurses (ward managers) are developed as managers in one London teaching hospital.Context Ward managers are practising in the context of increasing management responsibility in which decision-making is being driven to occur as close to the patient as possible. Decision-making about the management development opportunities for ward managers rests with senior nurse managers who have espoused their own preferences about the styles of management development open to ward managers. Methods For this small-scale exploratory-descriptive study, qualitative research methods were used with a postal self-completed questionnaire followed by a focus group. The target population was a group of 22 senior nurse managers. There was a questionnaire response rate of 68% (n=15 respondents, four of whom participated in the focus group). Findings The research exposed and substantiated four styles of management development. The organizational prevalence of these styles and the ward managers' preference for each style were also ascertained. The most prevalent style was the one for which there was the least preference. Conclusions The findings indicated that there was a general mismatch between the style of management development prevalent in the organization and the style of management development preferred by the subjects. This left the ward managers generally to follow an unstructured self-development route. The use of a theoretical framework, expressed as a Reluctance-Readiness to Manage Continuum, is suggested to harness the propensity to self-develop and to link it with the organizational need to develop nurses as managers through the paradox of structuring self-development. [source] The impact of multiple source feedback on management development: findings from a longitudinal studyJOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 7 2002Caroline Bailey Despite the rapid uptake of multi-source multi-rater (MSMR) feedback systems by UK organizations, comparatively little research exists describing the actual impact on participant managers, in terms of changes in management competence. Ratings of 104 target managers (by self assessments, bosses-, first- and second-level subordinates) were investigated within the context of a developmental feedback programme in operation within an organization. The study compared ratings over two administrations (with two years between administrations) to determine: (1) changes in co-workers' perceptions of their target manager's competence, (2) changes in target managers' development needs over time, (3) factors influencing a target manager's revised self-assessment and co-workers ratings, (4) changes in congruence between self and co-workers ratings and (5) the relationship of feedback to the organization's formal performance appraisal process. Significant increases in managers' competence were perceived by the managers' themselves and by their subordinates, development needs were seen to reduce and self and co-workers ratings were largely seen to become more congruent. However, polynomial regression analyses revealed co-workers feedback at Time One was not predictive of targets' self-assessments at Time Two. The implications of these findings with regard to the utility of MSMR feedback as a tool for management development are discussed. Copyright © 2002 John Wiley & Sons, Ltd. [source] Leadership and management in the aged care sector: A narrative synthesisAUSTRALASIAN JOURNAL ON AGEING, Issue 2 2010Yun-Hee Jeon The aim of this study is to examine the issues and the progress being made in leadership and management with relevance for the residential aged care workforce. A systematic review was conducted using scientific journal databases, hand searching of specialist journals, Google, snowballing and suggestions from experts. After a seven-tiered culling process, we conducted a detailed review of 153 papers relevant to leadership and management development in aged care. Strong, effective leadership and management promotes staff job satisfaction and retention, high care quality and the well-being of care recipients, and reduces associated costs. Good leadership and effective management also play a key role in bringing about a successful change to a positive workplace culture through innovative programs and research projects. Organisational investment in improving leadership and management skills and capabilities can only improve outcomes for staff stability and productivity, care quality and budgets, and better prepare the aged care sector. [source] The Determinants of Management Development: The Views of MBA GraduatesBRITISH JOURNAL OF MANAGEMENT, Issue 2000Christopher Mabey This article is derived from survey data obtained from a structured sample of 450 MBA graduates and is part of a wider programme of research investigating the current state of management development in Britain. The intention is to analyse the determinants of the amount, the methods and the impact of management development systems in UK organizations and to assess these findings in relation to a comparable analysis of HRD managers. Both the amount and the variety of management development methods are greater than has been previously reported and, for the HRD sample, the impact of this activity is broadly positive. While agreeing on the amount, MBA managers are less enthusiastic about the availability and effectiveness of management development they have experienced. Overall, the management development policy choices made by organizations are consistently the most influential in determining outcomes, and the implications for this are discussed. [source] | |||||||||||||