Changing Patterns of Management Development
May 2000, Wiley-Blackwell
List of Figures.
List of Tables.
About the Authors.
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.
Bibliography and References.
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
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.
- Provides the most up-to-date analysis of the current state of management development and the most wide-ranging review of the field to date.
- Written by a prominent team of academics in a clear and accessible style.
- Based on the most extensive survey work ever carried out.
--Cary L Cooper, Manchester School of Management