Management Education and Development: Current Issues and Emerging Trends

Abstract

Rapid changes have been occurring in the management education and development area, fueled by the callfor accountability, an increase in experiental techniques, the availability of educational technology, and a recognition of the needfor lifetime learning. This review recognizes some of these changes and trends and suggests implications for practitioners. Recent literature in the field is reviewed according to a three-part typology: content, experience, and assessment/feedback. Research gaps in the field are noted and implications for future researchers are discussed.

Leadership and the ATHE

“…Meaning, managers must acquire the knowledge, skills, and abilities vital to enhance task performance (Day, 2000). Moreover, as leadership tends to correspond to group processes -wherein organizational members must work as a collectivemanagement processes are often individualistic, and regarded as position and organization specific (Day, 2000;Keys & Wolfe, 1998). Although managers share the same common objectives as leaders -achieving organizational goals and mission fulfillment -the premise of management being position specific implies that a manager's focus is only on immediate concerns, priorities, and select individuals, as opposed to the entire entity.…”

Theorizing Career Success Perception as a Mediator Between Managerial Learning and the Learning Organization

“…Learning opportunities arising from challenging job experiences increases and enhances managers" employability, competitive advantage, career development and learning intensity (Lowy, Kelleher &Finestone, 1986 andWick, 1989). Even researches by Berlew & Hall (1966), Hunt (1991), Wexley & Baldwin (1986) and Keys & Wolfe (1988), as in Van der Sluis (2000, p.75), have scientifically proved that there were links between learning opportunities and career outcomes. Van der Sluis (2000, p.75-77) on learning environment and career success have found that learning opportunities were predictive of: (i) "income" (Gerhart & Milkovich, 1992), (ii) an "objective job performance" (Tannenbaum, 1997), (iii) a "subjective job performance" (Weick, 1996), and (iv) a "perceived career development" (Tannenbaum, 1997).…”

Leadership Development through Workplace Learning in Malaysia Organizations

“…It enables groups of people to work together, solve problems and use their seen and unseen capacities to face challenges (Keys & Wolfe, 1988;Hooijberg, Bullis & Hunt, 1999). Literatures have widely reported the important stages of leadership development.…”