Emerging trends in Australian and New Zealand management development practices in the twenty‐first century

Abstract

Having shaken off the formal mantles of their British forebears, Australians and New Zealanders are eagerly embracing the latest management development (MD) approaches, adopting and adapting North American and European methods. Recent government reports highlight the need for both basic and advanced MD, increasing the receptivity of the business community for fresh, imported MD programs. Successful localisation of overseas offerings depends on an awareness of subtle differences between the two countries as well as between them and other English‐speaking regions. In addition to anecdotal advice for the flying MD consultant, we provide an environmental scan, focusing on cultural distinctions and recent economic developments affecting demand for, and practices in, MD in Australia and New Zealand. Our goal is to maximise your success in prospecting, designing, and conducting MD programs in our countries.

Formal Process of Managerial Learning: Empirical Evidence from Apparel Manufacturing Industry

“…However, the findings are consistent with the findings of Henderson et al (2000) and Avery et al (1999) as this study also reveals that attendance at short courses or seminars on specific topics have often experienced by managers (ranked 2 nd ). Though Institute of Management, UK (1994) observed a trend towards a greater preference for coaches and mentors, in this Sri Lankan study those are not highly ranked (5 th and 6 th respectively).…”

Identification of management development needs: a comparison across companies of different ownership – foreign, joint venture and local in Sri Lanka

“…Companies also identify MD needs in order to upgrade existing systems of work based on the current trends in quality assurance procedures, information technology, import and export procedures, manufacturing technology, etc. Fulfilling MD needs at this level is now common procedure in many countries (Avery et al, 1999;Glover and Siu, 2000;Smith and Hayton, 1999). However, the scope of these programmes may be limited to meeting development requirements of enterprises only at the most general level (Smith and Hayton, 1999).…”

Minimum and preferred entry qualifications and training provision for North Australian workers

“…The current economic situation, according to Avery et al . (1999), has given rise to increases in training and management development.…”

“…(1999), has given rise to increases in training and management development. Yet according to Avery et al . (1999), training providers and educational institutions such as universities are not moving quickly enough to provide the appropriate training for rapidly changing businesses and future managers.…”