Gower handbook of management development:
Saved in:
| Format: | Book |
|---|---|
| Language: | English |
| Published: |
Aldershot u.a.
Gower
1991
|
| Edition: | 3. ed. |
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Item Description: | Frühere Aufl. u.d.T.: Handbook of management development |
| Physical Description: | XXVIII, 470 S. graph. Darst. |
| ISBN: | 0566029073 |
Staff View
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Record in the Search Index
| _version_ | 1804119747193733121 |
|---|---|
| adam_text | Contents
List of illustrations xiv
Editor s Preface xvi
Acknowledgements xx
Notes on the Contributors xxi
PARTI SETTING THE SCENE
1 Effectiveness in management development 3
Alan Mumford
A wider definition of management development
The threefold nature of effectiveness in management
development
Effective managerial behaviour
Developing processes emphasizing effectiveness
Learning through the job
Effective learning processes
Successful management development
References
PART II PLANNING FOR MANAGEMENT
DEVELOPMENT
2 Planning management development 27
Tony Vineall
The basic disciplines
Management resource planning meetings at company or
unit level
v
Vi Content*
Review of resources at higher levels
Planning of individual careers
Conclusions
Further reading
3 Diagnosing needs 39
Andrew Stewart
Types of technique
Critical incident
Self report questionnaires
Structured interviews
Diary method
Performance and questionnaire
Content analysis
Behaviour analysis
Tests and quizzes
Psychological tests
Repertory grid
Conclusion
References
Further reading
4 Performance analysis 60
Andrew Stewart
Varieties of system
Performance criteria
System design
Training
Monitoring and control
Identifying potential
Problem performers
Future trends
Appendix: performance review sequence
References
Contents VM
5 Managing career choices 80
Charles Margerison
Managerial careers and organizational roles
Identifying people s contribution prospects
Merging career prospects and roles
Career paths and positions
References
6 Business strategy and management development 95
Andrew J. Mayo
ICL background
New directions
Need for a new mindset
Achieving total cultural change
Managing for performance
Resource planning
The links with management development
Has it worked?
What have we learnt?
Reference
PART III THE PROCESS OF MANAGEMENT
DEVELOPMENT
7 Styles of learning 123
Peter Honey
The process of learning from experience
Different learning style preferences
Becoming an all round learner from experience
The trainer s learning preference
The choice of self development
Self development programme
Strengthening the activist and pragmatist styles
Conclusion
References
viii Contents
8 Self managed learning 137
Ian Cunningham
Learning approaches
Other influences on self managed learning
Both/and or either/or?
Self managed learning in context
Conclusion
References
9 New ways of learning 155
Don Binsted
Open and distance learning: are they the same?
The new technology for learning
Programmes and packages
Infrastructure for learning
New ways of learning and management development
The factors affecting growth of open and distance
learning
Recent and potential future developments
Dilemmas for the trainer and management developer
Conclusion
References
Sources of further information
10 Development work and the learning spiral 174
John Morris
Bringing work and learning together
Development culture and dominant culture
Coming to terms with tribes
Hunger for understanding of strategy
Leadership
Keeping it simple
Learning from best current practice
References
Contents ix
PART IV MANAGEMENT DEVELOPMENT IN ACTION
11 An in house senior managers programme for organizational
change 191
Bruce Nixon
Case study synopsis
Background history
Selecting the delegates
Pitfalls to avoid
Programme design
Programme structure
The key issues for the participants
What happened in practice the first workshop
What had happened three months later?
The second workshop
The third workshop
Effect of programme on the business
Conclusion
References
12 Action learning a questioning approach 214
Jean Lawrence
Isn t action learning just learning by doing ?
Action learning seems to have a language of its own
It all sounds very open ended
Where does action learning make its best contribution?
How can we arrange exchange programmes?
Are there group projects in action learning?
What forms of programmes are appropriate?
Do you need outside staff in the groups/sets?
Is action learning suitable only for those about to be
promoted?
Isn t action learning just consultancy ?
How does action learning end?
How can action learning fit into training programmes
and courses?
X Content*
Are there heavy requirements for skilled resources?
How do learners rate action learning?
Are action planning and action learning different?
Thoughts on ending
References
Guidance to reading on action learning
13 Learning design for effective executive programmes 248
Jim Butler
Management development programmes (MDPs)
Learning to implement business strategies
Conclusion
References
Further reading
14 Using the outdoors 275
John Teire
The background
The objectives
The design
The experience
Dave s diary
Further reading
PART V ISSUES IN MANAGEMENT DEVELOPMENT
15 The cultural contexts 299
Bob Garratt
A cultural health warning
Setting the context
Some working definitions
A working vocabulary
Characteristics of meta cultural managers
Necessary roles
The role of management developers in developing
culture
Contents xi
A case study of change and culture
References
16 Management development and organization development 318
Graham M. Robinson
Background to current management attitudes
Organizational development frameworks
Tell me some good news for a change
Strategy as the integrating theme
On the horns of a dilemma
Conclusion: resolving the dilemma
References
17 Handling cultural diversity 339
David Ashton
Key concepts and approaches
Cultural differences and the content of development
programmes
Cultural differences and learning methods
Conclusions
References
18 Developing local nationals 348
John Crosby
Company context
Company viewpoints on management development
The elements of management development
General observation
A final comment
19 Women managers 361
Judi Marshall
Significant differences between women and men
Management development provision
Xii Content*
Conclusion
References
Further reading
20 The role of the management trainer 377
Alun Jones
Learning to intervene
A basic taxonomy of interventions
Practical application of the taxonomy
Conclusions and implications
References
21 Evaluation 393
Peter Bromley
Evaluating the training process
Evaluating changes due to training
Purposes for evaluation
Approaches to evaluation
Objectivity of evaluation
Presenting an evaluation report
Do you really want to evaluate your training?
References
22 Team building 423
Bill Critchley and David Casey
Theoretical considerations concerning management
groups
Conclusions
Further reading
23 Choosing resources 438
Michael Abrahams
Business schools
How to choose a business school
Visiting a school
Contents xiii
Management colleges
Consortium programmes
Consultants
Consultancies
Public training courses
Training packages
Summary
Further reading
Index 459
List of illustrations
1.1 Effectiveness triangle in management development 5
1.2 Types of management development 15
1.3 The virtuous learning circle 16
1.4 The vicious learning sequence 17
2.1 Human resources review 34
5.1 Career choice model 83
5.2 Types of role within organizations 84
5.3 Model of perceived career prospects 87
5.4 Model for assessing role performance 89
6.1 Culture change 99
6.2 Resourcing an organization for the future 103
6.3 Steps 1 4 105
6.4 Steps 1 7 106
6.5 Steps 1 11 109
6.6 Steps 1 13 110
6.7 Assessing career paths 114
6.8 Skills and experience research: experience 115
6.9 Skills and experience research: personal skills 115
6.10 Population of corporate interest 117
7.1 Learning from experience 125
8.1 The issue of structuring 143
8.2 The problem of going from A to B 146
9.1 The distance dimension 157
9.2 The open dimension 157
9.3 The open and distance model 158
9.4 An interactive system 161
10.1 The learning spiral approach 177
10.2 Splitting the learning 178
10.3 Splitting the commitment 179
10.4 The direct action approach 180
11.1 Programme structure 201
List of Illustration* XV
11.2 Programme objectives 201
11.3 The three workshops 202
11.4 Objectives of workshop 1 203
11.5 Programme for workshop 1 203
11.6 The vision of Sun Alliance 207
11.7 What participants appreciated 207
12.1 Choosing the form of management development
programmes in action learning 231
13.1 The learning design for executive participants 249
13.2 The conventional design dichotomy 250
13.3 Dynamic perspective for managing change (skill and
organization) 251
13.4 The design spectrum perspective 265
13.5 BMS programme design 267
13.6 Double loop and single loop learning 270
14.1 Relationship between a manager s thoughts, feelings and
actions 277
14.2 Interdependence with work team and organization 278
14.3 Summary chart: Before the course 291
14.4 Summary chart: During the course 292
14.5 Summary chart: After the course 293
15.1 The Campbell and Devine sense of mission model 313
15.2 The pivotal role of the management of culture 314
17.1 Key dimensions of cultural difference 340
18.1 Organization forecast and succession plans 352 3
18.2 Individual career plan 355
20.1 The education model 379
20.2 An organizational model 380
20.3 The training cycle 386
21.1 Individual training model 395
21.2 Changing the way the work is done 396
21.3 Increased effectiveness model 397
21.4 Training as organizational change 398
21.5 The organizational effectiveness matrix 408
21.6 Evaluation of training 409
21.1 (Table) Levels at which objectives can be set 414
22.1 Uncertainty and group sharing 428
22.2 Modes of working and methods of cooperation 434
23.1 Consultants advertisement 453
23.2 Consultants advertisement 454
|
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| discipline | Wirtschaftswissenschaften |
| edition | 3. ed. |
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| language | English |
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| spelling | Gower handbook of management development ed. by Alan Mumford 3. ed. Aldershot u.a. Gower 1991 XXVIII, 470 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Frühere Aufl. u.d.T.: Handbook of management development Chefs d'entreprise - Formation ram Executives -- Training of Führungskraft (DE-588)4071497-4 gnd rswk-swf Management (DE-588)4037278-9 gnd rswk-swf Führungskräfteentwicklung (DE-588)4196324-6 gnd rswk-swf Personalentwicklung (DE-588)4121465-1 gnd rswk-swf Berufliche Fortbildung (DE-588)4005910-8 gnd rswk-swf Führungskraft (DE-588)4071497-4 s Berufliche Fortbildung (DE-588)4005910-8 s DE-604 Führungskräfteentwicklung (DE-588)4196324-6 s Personalentwicklung (DE-588)4121465-1 s 1\p DE-604 Management (DE-588)4037278-9 s 2\p DE-604 Mumford, Alan Sonstige oth HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=003463536&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 2\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Gower handbook of management development Chefs d'entreprise - Formation ram Executives -- Training of Führungskraft (DE-588)4071497-4 gnd Management (DE-588)4037278-9 gnd Führungskräfteentwicklung (DE-588)4196324-6 gnd Personalentwicklung (DE-588)4121465-1 gnd Berufliche Fortbildung (DE-588)4005910-8 gnd |
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| title | Gower handbook of management development |
| title_auth | Gower handbook of management development |
| title_exact_search | Gower handbook of management development |
| title_full | Gower handbook of management development ed. by Alan Mumford |
| title_fullStr | Gower handbook of management development ed. by Alan Mumford |
| title_full_unstemmed | Gower handbook of management development ed. by Alan Mumford |
| title_short | Gower handbook of management development |
| title_sort | gower handbook of management development |
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