1st Edition

Management Development
Perspectives from Research and Practice





ISBN 9780415541664
Published April 9, 2012 by Routledge
360 Pages 37 B/W Illustrations

USD $52.95

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Book Description

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:

  • Explores and assesses the various and varying meanings attached to the term ‘management development’ and its use
  • Provides a range of examples of research and practice to inform and support the teaching of management development as a subject
  • Provides a resource to HR practitioners and line managers to develop research-based and critically analyzed management development interventions.

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.

Table of Contents

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

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Editor(s)

Biography

Rosemary Hill is a visiting research fellow in the Nottingham Business School and an independent HR consultant specializing in individual and organization development. Jim Stewart is Professor of HRD at Nottingham Business School.