Changing Patterns of Management Development

Written in a highly accessible style by a small distinguished team, this is a wide-ranging account of the whole subject of management development, underpinned by the most extensive data set ever made available. Acknowledgements.

List of Figures.

List of Tables.

About the Authors.

1. Introduction.

2. Models of Management Development.

3. The Historical Background.

4. National Management Development Systems.

5. Demand for Management Development.

6. Strategy, Structure and Responsibilities.

7. Management Development Procedures and Processes.

8. Management Development: Amount and Methods.

9. The Impact of Management Development.

10. Managerial Careers in Relation to Development.

11. Management Development in Small Businesses.

12. Conclusions.

Appendices.

Bibliography and References.

Index.

"Outstanding volume written by some of the leading academics in the field of management and organisational development. The book explores modelling of management development, its impact in terms of business performance and its future in both large and small businesses. It is well written, topical and an important contribution to the literature."
--Cary L Cooper, Manchester School of Management Andrew Thomson OBE is a professor at the Open University Business School, where he was the first Dean. He was chairman of Council of University Management Schools from 1985 to 1987, of the Joint SERC-ESRC Committee from 1985 to 1988, and of the British Academy of Management from 1990 to 1993.

Christopher Mabey is Head of the Centre for Human Resource and Change Management at the Open University Business School, where he lectures and leads action research projects examining how companies successfully orchestrate change, especially HR strategies.

John Storey is Professor of Human Resource Management at the Open University Business School. He is editor of the Human Resource Management Journal.

Colin W. J. A. Gray is a senior lecturer and, until recently, the Director of External Affairs at the Open University Business School. He is also Deputy Director-General of the Small Business Research Trust and a board member of the Institute for Small Business Affairs.

Paul Iles is Professor of Human Resource Development and Head of the Liverpool Centre for Human Resource Development at John Moores University. He is a chartered psychologist, Associate Fellow of the British Psychological Society and Fellow of the Institute for Personnel and Development.

Written in a highly accessible style by a small distinguished team, this book provides a definitive overview of the key themes and trends in management development. It focuses, in particular, on the way organisations develop their managers, and on how the managers themselves view this development.

Empirically based and combining fresh, reliable data with high level analysis, the volume gives wide coverage to each area so that it can serve as a comprehensive text for senior undergraduates, MAs and MBAs in HRM and other professionals studying for IPD qualifications.

Changing Patterns of Management Development provides a comprehensive and eclectic review of the state of management development at the dawn of the 21st century, and will act as a benchmark and starting-point for all future analysis of management development.