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.
Author(s): Stewart Hill
Edition: 1
Year: 2007
Language: English
Pages: 368
Book Cover......Page 1
Title......Page 6
Copyright......Page 7
Contents......Page 8
Figures......Page 11
Tables......Page 13
Notes on contributors......Page 15
Foreword......Page 20
Acknowledgements......Page 23
1 Researching and practising management development......Page 24
Part I: Parameters of management development......Page 28
2 Corporate technocrats or world stewards?: What’s the point of management development?......Page 32
3 Management development: A critical discursive approach......Page 46
4 Strategic management development......Page 63
5 Management development for unemployed managers: The South Yorkshire ‘Management Update Programme’......Page 83
Part II: Comparative insights......Page 98
6 Management training and development in France: Will elitism give way to strategic development?......Page 102
7 Towards evidence-based management development......Page 118
8 A stakeholder approach to the study of management education......Page 143
9 Raising future leaders......Page 157
Part III: Impact of management development......Page 178
10 Management by co-creation......Page 182
11 The impact of emotion management training on the ‘shifting sands’ of the psychological contract......Page 200
12 Management development for women entrepreneurs in the small business sector of the Vietnamese economy......Page 219
13 Leading by learning: An integrated approach to middle management training......Page 234
Part IV: Aspects of management development......Page 250
14 Multi-source feedback and management development: Managers’ discourse on context and development intentions......Page 254
15 The dynamics of organizational commitment and management development......Page 274
16 Writing, reading and reason: The ‘Three Rs’ of manager learning......Page 294
17 Leadership development: A critical examination......Page 308
18 Clinical leadership in the NHS: Evaluating change through action learning......Page 325
Part V: Editors’ conclusion......Page 340
19 Management development: The holy grail of HRD?......Page 342
Index......Page 352
