Developing Managerial Competence

by Winterton; Jonathan

• ISBN13: 9780415183451
• ISBN10: 0415183456
• Format: Hardcover
• Copyright: 1999-03-31
• Publisher: Routledge

Summary

This book provides a welcome and comprehensive analysis of the Management Charter Initiative (MCI) within the context of modern management development, emphasizing the benefits of linking management development with organizational strategy.

Table of Contents

List of figures	viii	(1)
List of tables	ix	(2)
Foreword	xi	(2)
Acknowledgements	xiii	(1)
List of abbreviations	xiv
1 Introduction	1	(17)
The changing context of training and development	2	(6)
Background to the study	8	(6)
Structure and overview of the book	14	(4)
2 Management development	18	(16)
Conceptualizing management development	18	(6)
Management skills, competences and competencies	24	(4)
Evaluating the impact of management development	28	(4)
Summary and conclusions	32	(2)
3 Methodological approach	34	(18)
Case study evaluation methodology	35	(7)
Research design	42	(4)
The case study fieldwork	46	(4)
Summary and conclusions	50	(2)
4 Organizational strategy and management development	52	(18)
Organizational strategy	53	(4)
Development to support strategy	57	(5)
Linking development to strategy in practice	62	(6)
Summary and conclusions	68	(2)
5 Human resource development strategies	70	(20)
Human resource development	71	(5)
Competence-based management development	76	(7)
Competence-based management development in practice	83	(5)
Summary and conclusions	88	(2)
6 Individual performance	90	(19)
Identification of training needs	91	(5)
Learning to develop competence	96	(5)
Individual performance outcomes	101	(5)
Summary and conclusions	106	(3)
7 Organizational performance	109	(18)
Organizational efficiency	110	(5)
Learning in organizations	115	(3)
Organizational performance outcomes	118	(7)
Summary and conclusions	125	(2)
8 Business performance	127	(19)
Defining corporate success	128	(4)
Corporate learning	132	(5)
Business performance outcomes	137	(7)
Summary and conclusions	144	(2)
9 Conclusions	146	(11)
Evidence that CBMD improves performance	146	(4)
Factors explaining variations in performance outcomes	150	(5)
Strategic recommendations and policy implications	155	(1)
Further research	155	(2)
Case 1 Tin mine	157	(8)
Case 2 Galvanizing factory	165	(8)
Case 3 Electrical rental and retail company	173	(8)
Case 4 Oil and gas exploration company	181	(7)
Case 5 Energy technology service	188	(8)
Case 6 Government agency	196	(8)
Case 7 Specialist insurance	204	(8)
Case 8 Charity organization	212	(7)
Case 9 Magistrates' Courts	219	(8)
Case 10 Regional newspaper	227	(8)
Case 11 Eastern NHS Trust	235	(7)
Case 12 Aeroplane component manufacturer	242	(8)
Case 13 Northern NHS Trust	250	(8)
Case 14 Clothing manufacturer	258	(8)
Case 15 Shoe factory	266	(8)
Case 16 Southern NHS Trust	274	(6)
References	280	(18)
Index	298