Making management development work: achieving success in the nineties
Gespeichert in:
| Beteilige Person: | |
|---|---|
| Format: | Buch |
| Sprache: | Nichtbestimmte Sprache |
| Veröffentlicht: |
London <<[u.a.]>>
McGraw Hill
1991
|
| Schriftenreihe: | The MacGraw Hill training series
|
| Links: | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=021703382&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| Umfang: | XVI, 140 S. |
| ISBN: | 0077073827 |
Internformat
MARC
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| 100 | 1 | |a Margerison, Charles J. |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Making management development work |b achieving success in the nineties |c Charles J. Margerison |
| 264 | 1 | |a London <<[u.a.]>> |b McGraw Hill |c 1991 | |
| 300 | |a XVI, 140 S. | ||
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Datensatz im Suchindex
| _version_ | 1819313295671164928 |
|---|---|
| adam_text | Contents
Preface xi
About the author xiii
Series preface xv
About the series editor xvii
1 What is management development? 1
Who is going to succeed? 1
Tradesmen and managers 2
The continuum of management development 2
What is management development? 3
Managing improvement 4
Guidelines 5
2 Management development as a competitive weapon 7
Problems as development opportunities 7
Taking risks 8
Managerial support 8
How to get management development on track 9
A business view 11
Management development and the corporate culture 13
Guidelines 13
3 Improving and reviewing performance 15
Describing performance accurately 15
Positive feedback 16
Team building—improving teamwork 16
The team appraisal workshop 18
The value of team appraisal 21
Guidelines 22
4 Management development and added value 24
What is the value of management development? 24
Outputs as a priority 24
Executive education in major corporations 25
Small business for management development 26
Business responsibility 27
The playing field 27
Guidelines 28
Contents
5 What do managers want from management development? 30
Develop terms of reference 30
Assumptions, prejudices and hypotheses 33
Why managers leave 33
What makes a manager? 34
Approaches to management development 35
Guidelines 35
6 How to learn from action *
Learning from action
Illustrations of action learning
The basis of managerial learning
How managers learn from experience
Reflecting on experience
Guidelines
7 How to make career choices
The key factors i5
Personal experiences
Making career choices—options
Early job experiences
Assessing action levels
Management education and development
Guidelines
8 Colleagues, managers, customers and competitors—keys to
development
Ways we can learn from colleagues
Manage the experiences
Learning areas
Guidelines
9 Individual development plans ..
Personal responsibility
Development plans ,
Self-development ,
How often should you change jobs? ,.
Changing roles ,
Representing the organization ,„
External development , _
Management development and acting _n
Guidelines
71
10 Do you have any movers and shakers? _..
High-energy people 3
Assessment or development centres _.
Women in management „.
Competition and cooperation _e
Limited risks _,
The Executive Connection ,
Retaining the movers and shakers _-
Guidelines
Contents ix
11 Management development counselling and advisory meetings 78
Listen for cues and clues 78
Time and place 78
Process consultation 79
Learning from others 81
Managing meetings 82
Guidelines 84
12 Teamwork from the top please 86
What is your impact? 86
Management by walking about 86
Top level team development 87
Team management preferences 89
Managerial linkers 90
How team management works 91
As CEO, what will you do? 91
Team meetings 93
Guidelines 94
13 Management education and the rise of the corporate business
schools 95
Linking work to development 95
MBA company/university joint ventures 97
Is management education a hoax? 100
Are MBAs worth while? 101
How adults learn 101
What should a manager know? 102
Guidelines 102
14 The politics of management development 104
Making plans work 104
Political planning levels 105
Money and management development 106
Political aspects 106
The hard and soft aspects of change 108
International politics and management development 109
A management charter for development 111
Management development in developing countries 112
Management development in Japan 112
Guidelines 113
15 The success factors of management development 115
Producing relevant outputs 115
How management development can succeed 116
Guidelines 121
16 Management development policies and practices 123
Clear policy and objectives 123
Management development related to business plans 124
Planned, not ad hoc solutions 124
Political issues 124
Pay and promotion 125
Contents
Management responsibilities 125
Planned job moves 125
Policy issues 126
Guidelines 127 17 Postscript 128
Ideas for action 128
Summary 128
Bibliography 131
Index 137
|
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| bvnumber | BV026111491 |
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| id | DE-604.BV026111491 |
| illustrated | Not Illustrated |
| indexdate | 2024-12-20T14:58:07Z |
| institution | BVB |
| isbn | 0077073827 |
| language | Undetermined |
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| physical | XVI, 140 S. |
| publishDate | 1991 |
| publishDateSearch | 1991 |
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| series2 | The MacGraw Hill training series |
| spellingShingle | Margerison, Charles J. Making management development work achieving success in the nineties |
| title | Making management development work achieving success in the nineties |
| title_auth | Making management development work achieving success in the nineties |
| title_exact_search | Making management development work achieving success in the nineties |
| title_full | Making management development work achieving success in the nineties Charles J. Margerison |
| title_fullStr | Making management development work achieving success in the nineties Charles J. Margerison |
| title_full_unstemmed | Making management development work achieving success in the nineties Charles J. Margerison |
| title_short | Making management development work |
| title_sort | making management development work achieving success in the nineties |
| title_sub | achieving success in the nineties |
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