Recognizing a significant need to continually update the current body of knowledge on management development with the latest innovations in high quality research and practice in various parts of the globe, this book provides the most comprehensive and up-to-date work on the state of research and practice in management development.
Hill and Stewart provide examples of both management development research and practice to inform and stimulate future research and to encourage the use of research-based practice in organizations. In particular, the book:
Drawing on the expertise of a wide array of contributors, the term ‘management development’ is explored and critically analyzed both conceptually and practically. This impressive volume is essential reading for students and academics across a range of subdisciplines including human recources development, human resources management and leadership.
1. Editors’ Introduction Part 1: Parameters of Management Development 2. Management Development: The Critical Discursive Approach 3. Corporate Technocrats or World Stewards?: What’s the Point of Management Development? 4. Strategic Management Development 5. Management Development for Unemployed Managers: The South Yorkshire Management Update Programme Part 2: Comparative Insights 6. Management Development in France 7. Towards Evidence-Based Management Development 8. A Stakeholder Approach to the Study of Management Education 9. Raising Future Leaders 10. (Inter)Cultural Management Part 3: Organizational Impact 11. Management Development in the Deventer Hospital 12. Clinical Leadership in the NHS: Developing Discourses and Learning Styles 13. Management Development for Women Entrepreneurs Who Own and Manage Small Businesses in Vietnam 14. Leading by Learning: An Integrated Approach to Middle Management Training Part 4: Aspects of Management Development 15. Multi-Source Feedback: Managers’ Accounts of Content and Post Feedback Development 16. Building Commitment through Management Development: Does it Work? 17. The ‘Three Rs’ of Management Learning 18. Unconscious Leadership Development for the Seven Deadly Sins 19. The Impact of ‘Emotion Management’ on the Psychological Contract 20. Editors’ Conclusion
HRD theory is changing rapidly. Recent advances in theory and practice, in how we conceive of organizations and of the world of knowledge, have led to the need to reinterpret the field. This series aims to reflect and foster the development of HRD as an emergent discipline. Encompassing a range of different international, organizational, methodological and theoretical perspectives, the series promotes theoretical controversy and reflective practice.