Management Development Strategy and Practice

by Woodall, Jean; Winstanley, Diana

• ISBN13: 9780631208402
• ISBN10: 0631208402
• Edition: 1st
• Format: Hardcover
• Copyright: 1998-05-08
• Publisher: Wiley-Blackwell

Summary

Management Development is an essential text for master's level human resource management programs and for high level practitioners.

Author Biography

Dr. Diana Winstanley is Lecturer in Human Resource Management and Organisational Behaviour at Imperial College Management School where she is also a Director of the Health Management Programme. She has researched and published widely in HRM, business ethics, performance management, management competency, management development and careers. She is a member of the IPD.

Dr Jean Woodall is Reader in Human Resource Management at Kingston Business School. She has researched widely in management development, the implications of organizational change for managerial careers and ethical issues in human resource management.

Table of Contents

List of Figures	viii	(1)
List of Tables	ix	(1)
List of Exhibits	x	(2)
Acknowledgements	xii
PART I THE PURPOSE OF MANAGEMENT DEVELOPMENT	3	(62)
CHAPTER 1 MANAGEMENT DEVELOPMENT -- PURPOSES, PROCESSES AND PREREQUISITES	3	(15)
Introduction
Learning Objectives
What is Management Development?
Why Management Development?
The Current Context for Management Development
Overview of Chapters
Exercise
References
CHAPTER 2 MANAGEMENT DEVELOPMENT AND ORGANIZATIONAL STRATEGY: JUSTIFYING AND EVALUATING THE BUSINESS FOCUS	18	(22)
Introduction
Learning Objectives
Management Development: the Link with Organizational and National Economic Performance
Management Development and Strategic Fit: a Critique
Meeting Business Needs Outside the Large Corporate Sector
Demonstrating that Management Development Adds Value to the Business: Evaluation
Demonstrating that Management Development Adds Value to the Business: Auditing
Summary
Exercise
References
CHAPTER 3 SUPPORTING INDIVIDUAL MANAGERIAL CAREERS	40	(25)
Introduction
Learning Objectives
The Subjective Career and the Evolution of Models of Managerial Careers
Organizational Careers and the Evolution of Career Management
Changing Organizational Contexts and Career Development
Bringing Together the Individual and Organizational Perspectives
Summary
Exercises
References
PART II IDENTIFYING DEVELOPMENT NEEDS	65	(76)
CHAPTER 4 UNDERSTANDING MANAGERIAL WORK, ROLES AND COMPETENCIES	65	(26)
Introduction
Learning Objectives
Managerial Roles
Managerial Competency Frameworks and Managerial Role Analysis
Utilizing Competencies to Drive Management Development -- Designing a Competency-Led Management Development Programme
Summary
Exercises
References
CHAPTER 5 METHODOLOGIES FOR ANALYSING MANAGERIAL ROLES AND COMPETENCIES	91	(20)
Introduction
Learning Objectives
Techniques for Role and Job Analysis
Role Mapping: Analysing the Whole Picture
Summary
Exercises
References
CHAPTER 6 ANALYSING INDIVIDUAL DEVELOPMENT NEEDS	111	(30)
Introduction
Learning Objectives
Appraisal Interviews
Interest Inventories
Psychometric Instruments for Personality Profiling
Ability Tests
Team-Building Instruments
Developmental Assessment Centres
Validity and Reliability
Summary
Exercises
References
Further Sources of Information
PART III MANAGEMENT DEVELOPMENT INTERVENTIONS	141	(62)
CHAPTER 7 THE MANAGERIAL LEARNING PROCESS AND ITS CONTEXT	141	(21)
Introduction
Learning Objectives
From Training and Development to Individual Managerial Learning
Maximizing Individual Managerial Learning in Organizational Context: Learning Contracts and Self-Development
Maximizing Group Learning Among Managers: Organization Development and Action Learning
Managerial Learning in Organizational Context: the Learning Organization
Barriers to Self-Development and Organizational Learning
Selecting Appropriate Management Development Interventions
Summary
Exercises
References
CHAPTER 8 USING FORMAL OFF-THE-JOB MANAGEMENT DEVELOPMENT	162	(21)
Introduction
Learning Objectives
Management Education Provision
Flexibility in Meeting Business and Individual Needs
In-House Management Development Programmes
Management Development Methods
Off-the-Job Development for Small-Business Managers
Summary
Exercise
References
CHAPTER 9 WORK-BASED MANAGEMENT DEVELOPMENT METHODS: INFORMAL AND INCIDENTAL LEARNING	183	(20)
Introduction
Learning Objectives
The Meaning and Utility of Work-Based Management Development
A Review of Work-Based Development Methods
Learning from One-to-One Relationships: Coaching, Mentoring, Sponsorship and Role Models
Learning from Tasks: Special Projects, Job Rotation, Shadowing, Secondments and Acting Up
Learning from Others: Task Forces, Action Learning and Networking
Making Effective Use of Work-Based Management Development
The Limits of Work-Based Management Development
Summary
Exercises
References
PART IV MEETING DIFFERENT MANAGEMENT DEVELOPMENT NEEDS	203	(79)
CHAPTER 10 MANAGEMENT DEVELOPMENT FOR PROFESSIONALS	203	(17)
Introduction
Learning Objectives
What are Professionals?
Professionals, their Careers and Education
The Roles of Professionals in Management, and Associated Problems
Management Development: Integrating it with Continuing Professional Development
Summary
Exercises
References
CHAPTER 11 MANAGEMENT DEVELOPMENT FOR WOMEN	220	(18)
Introduction
Learning Objectives
Women in the Managerial Workforce
Diagnosing the Problem before Choosing the Solution
Achieving a Strategic Approach
Summary
Exercises
References
CHAPTER 12 MANAGEMENT DEVELOPMENT FOR INTERNATIONAL MANAGERS	238	(16)
Introduction
Learning Objectives
What is Required of International Managers?
International Differences in Management, Education and Development
Approaches to Developing International Managers
The Constraints upon Developing International Managers
Summary
Exercises
References
CHAPTER 13 EXECUTIVE DEVELOPMENT AND THE TOP TEAM	254	(28)
Introduction
Learning Objectives
The Role of the Top Team
The Justification for Senior Executive Development
Barriers to Senior Executive Development
A Framework for Identifying Development at Different Stages
Individual Roles and Development Needs
Top Team Development for Board Effectiveness
Learning for Specific Sectors and Types of Organization
Summary
Exercises
References
INDEX	282