Management Development as the Key to Organisation Renewal

Lippitt, Gordon L.

doi:10.1108/eb051520

Cited by 12 publications

(6 citation statements)

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“…Managerial competence has been advanced as one of the keys to unlocking the potential of other core factors of production (Drejer, 2001; Docherty and Nyhan, 1997; Burack et al , 1997; Capelli and Crocker‐Hefer, 1996; Hall and Foulkes, 1991; Prahalad and Hamel, 1990; Storey, 1989) where the ability of managers is viewed as having an influence on the return an organization gets from its investment in human and material capital. Management development is now viewed as an “enabler” which leverages organizational flexibility and efficiencies (O'Connell and Lyons, 1995; Lippitt, 1981) and builds competence among those responsible for formulating and implementing strategies and policies designed to effectively manage the firms resources (Hales, 1986; Hambrick, 1987; Lees, 1992; Baird et al , 1994; Black and Boal, 1994; Pfeffer, 1994; Cannon, 1995; Bergenhenegouwen et al , 1996; Sveiby, 1997). However, as Kamoche (2000, p. 748) notes, while there seems to be some evidence that management training and development can positively impact organizational performance, the “difficulty of establishing such a linkage has led some to accept the value of management training and development as an act of faith”.…”

Section: Introductionmentioning

confidence: 99%

Management development in Ireland: the new organizational wealth?

Heraty

Morley²

2003

Journal of Management Development

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Drawing upon survey data, we assess the current state of management development in Ireland and we identify policy, practice and structural contingencies that help to explain variations in the volume of management development activity undertaken at organizational level. The data show that the level of management development, as measured by the number of days per annum, has increased in recent years with 70 percent of managers in our sample now receiving between one and five days training per year. The mean number of days per annum in Ireland now stands at 4.5. With respect to those factors that appear to affect the level of management development activity, preliminary analysis points to the importance of policy and practice variables over structural ones. Materially, in the human resource domain, our data suggest that organizations with actual policies on personnel/human resource strategy and on management development have higher levels of management development activity and, given the recent tightening in the labor market, many were promulgating their use of developmental interventions as an aid to recruitment/retention. The existence of formal career plans and succession plans, the relative emphasis on the analysis of human resource development needs and the filling of senior and middle management posts via the internal labor market all emerged as predictors of higher levels of management development. Organizations using international experience schemes also ran a significantly higher number of days of management development interventions. In the structural characteristics domain, the data indicate that management development in indigenous companies is at similar levels to internationally owned enterprises in our sample. Here structural explanations such as total employment, sector and unionization did not emerge as being statistically significant.

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Section: Introductionmentioning

confidence: 99%

Management development in Ireland: the new organizational wealth?

Heraty

Morley²

2003

Journal of Management Development

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“…Impact of quality of work-life on faculty engagement Lippitt (1978) conceptualizes QWL as the degree to which "work provides an opportunity for an individual to satisfy a wide variety of personal needs: to survive with security, to interact with others, to have a sense of personal usefulness, to be recognized for achievement and to have an opportunity to improve one's skills and knowledge". Thus, it is related to individual happiness and well-being of life and positive outcomes, which further lead to individual outcomes such as engagement, commitment and citizenship behaviours (Binu Raj, 2018).…”

Section: Mediation Effect Of Faculty Engagementmentioning

confidence: 99%

Faculty engagement, quality of work-life, organizational commitment and spiritual leadership – examining the mediation and moderation effects

Binu Raj,

Subramani,

Jan

2024

ICT

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Purpose Based on positive organizational scholarship, this study aims to examine the role of faculty engagement in mediating the relationship between quality of work-life (QWL) and organizational commitment. The paper also analyses how spiritual leadership moderates the relationship between QWL and faculty engagement. Design/methodology/approach The data was collected through structured questionnaires from undergraduate and postgraduate teachers working in various business schools across major cities in India. The sample was selected through the snowball sampling technique. The sample size was 486, and analysis was done through the structural equation modelling approach using the bootstrapping method. Findings Findings indicate that faculty engagement mediates the relationship between QWL and organizational commitment among teachers. Furthermore, results show that educational institutions that practice spiritual leadership support higher positive psychological and emotional states of engagement. Research limitations/implications The paper provides an integrated model of engagement, commitment and QWL through a study of mediation and moderation effects and adds value to the psychology and workplace spirituality literature. There is the future scope for further generalizations of the model in different geographical contexts to analyse the influence of other leadership styles. Practical implications Furthermore, it would help educational institutions to design QWL strategies for engaging teachers psychologically, emotionally and cognitively by accelerating employees’ positive emotions and behaviours. Finally, the paper shows implications for developing the QWL strategies to create a committed and engaged workforce through spiritual leadership. Originality/value The paper contributes to the academic literature by investigating interrelationships among variables from a positive organizational scholarship perspective. The paper would help practitioners to comprehend the importance of spiritual leadership in educational institutions.

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“…Lippit [3] suggests one way of changing culture is to use management development as a process of producing leaders who express and embody the new values. This view is supported by the experiences of a number of major organisations that have successfully used management development strategies to facilitate organisational change.…”

Section: Bringing About An Enterprise Culturementioning

confidence: 99%

Executive Development for Hospital Managers

Tofts¹

1991

International Journal of Contemporary Hospitality Management

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The UK National Health Service is undergoing a radical period of change. The changes represent a massive challenge and opportunity for those who manage healthcare in the UK. South East Thames Regional Health Authority′s programme for developing their top managers for future roles in the National Health Service is outlined. A competencebased approach is described, using development centres to identify individual needs. The focus of the programme is on helping individuals to recognise and effectively use the development opportunities that already exist in their organisation. The author has managed this programme since its inception in September 1990 and summarises the research process used to identify competence models for executive roles, and the aim and structure for the development centre. Some issues and learning evolving from this ongoing management development programme are introduced. South East Thames are encouraging hospitals to develop the learning organisation concept with the intention that learning opportunities are created for individuals while the organisation is transformed as a whole.

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Management Development as the Key to Organisation Renewal

Abstract: The development of greater numbers of more competent managers, and their successful management of human resources, has been made urgently necessary for business, industry and government by technological, economic, social and world‐wide change.

Cited by 12 publications

References 0 publications

Management development in Ireland: the new organizational wealth?

Management development in Ireland: the new organizational wealth?

Faculty engagement, quality of work-life, organizational commitment and spiritual leadership – examining the mediation and moderation effects

Executive Development for Hospital Managers

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