The Process of Educating and Developing Managers for the Year 2000

Cunnington, Bert

doi:10.1108/eb051598

Cited by 10 publications

(7 citation statements)

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“…However, formalised approaches have a number of shortcomings; in particular their abstract, detached and artificial nature can never compensate for the reality of dealing with everyday managerial problems and issues (Burgoyne and Stuart, 1991); the clash between academic culture/expectations and managerial culture/expectations is also cited as problematic (Cunnington, 1985); the difficulty in transferring and applying knowledge to the reality of the workplace (Newstrom, 1986); and the relevance of programme materials to the needs of individual managers and organisations, represent further difficulties.…”

Section: Choice Of Delivery Strategiesmentioning

confidence: 98%

Management development: contemporary trends, issues and strategies

Garavan

Barnicle

O’Suilleabhain

1999

Journal of European Industrial Training

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Recent changes have demanded a more strategic perspective from those who lead and manage organisations, placing increased pressure on employees to be more productive, innovative and change orientated. This has precipitated a search for a more integrated model of human resource development. This article discusses some of the debate that currently prevails within the field of management development. In doing so, it gives consideration to a range of definitional issues, current debates and a number of alternative but complementary management development strategies. The article concludes with a brief discussion of the issues involved in evaluating the effectiveness of management development, focusing in particular on the problems of measurement of outcomes.

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Section: Choice Of Delivery Strategiesmentioning

confidence: 98%

Management development: contemporary trends, issues and strategies

Garavan

Barnicle

O’Suilleabhain

1999

Journal of European Industrial Training

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“…Katz's (1974) notion of conceptual skills can be equated with what he terms 'general management point of view'. This unique point of view, according to Cunnington (1985), involves thinking in terms of the following: relative emphases and priorities among conflicting objectives and criteria; relative tendencies and probabilities; rough correlation and patterns among elements. It is argued that conceptual skills become most important as managers progress to higher positions in the organisation's hierarchy.…”

Section: Katz's Classic Taxonomymentioning

confidence: 99%

Identification of clusters of managerial skills for increased effectiveness: the case of the steel industry in Iran

Analoui

Labbaf

Noorbakhsh

2000

Int J Training Development

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Managerial skills are viewed as being of fundamental importance for improved managerial performance and effectiveness as the whole. Recent developments in the field point to the presence of three paramount and overlapping categories of managerial skills namely, task-, people-and self-related, that play a crucial role towards increasing the effectiveness of the senior managers in both private and public sector organisations. The results of a survey of executive and senior managers in the steel industry of Iran point to the emergence of distinct patterns delineating clusters of skills with various degrees of generalisability to the universe of managerial skills. It is concluded that while people-related skills are strongly interrelated, and should be regarded as an integrated set of skills, the same does not apply, at least to the same extent, to the other two categories of skills. People-related skills, however, constitute the most important category for the increased effectiveness of senior managers, irrespective of their position in the hierarchy.Ì Farhad Analoui is a Senior Lecturer on Human Resource Management and

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“…As some studies have noted individuals and organizations can create the circumstances for developing the self-leadership abilities of individuals (Ashford and Tsui, 1991;Hamel and Prahalad, 1994;Hambrick, 2007). The purpose of this study is to present a conceptual model that can help potential users understand self-leadership, which can help users design a self-leadership development training process using the model as a way to create and develop self-leaders (Cunnington, 1985;Tichy and Sherman, 1993).…”

Section: Introductionmentioning

confidence: 99%

A conceptual model for understanding the process of self-leadership development and action-steps to promote personal leadership development

Ross

2014

Journal of Management Development

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Purpose – The goal of the leadership development process is to enable the individual to learn how to become a self-leader and for any organization to develop leaders. Self-leadership represents an individual's ability to exercise control (self-efficacy) over his or her choice of situations in which to participate in and to provide intrinsic rewards that are usually associated with achieving goals. The paper aims to discuss these issues. Design/methodology/approach – This study presents and describes a conceptual model that will help us to understand the critical dimensions (e.g. self-esteem) associated with self-leadership and the interrelatedness of these dimensions. Findings – The conceptual model that the author describes in this paper provides a comprehensive overview of self-leadership that extends Neck and Manz's (2010) conceptual model. It does so by identifying all the critical super ordinate mediators referred to by Deci et al. (1981) as internal states (referred to in this study as “dimensions”). These “dimensions” are then organized into his or her own singular system which leads to specific types of behavior. Through elucidating the important mediators and learning about and understanding how behavior, an individual's internal processes and external forces influence each other (in what Manz, 1986; Bandura, 1978 refer to as reciprocal determinism), we can begin to understand how to design more effective leadership development programs. Additionally, by studying these mediators any organization can develop clearly defined profiles of potential leaders; in turn, this will help an organization screen candidates more effectively to fill leadership jobs. Originality/value – This concept piece offers a comprehensive model of the self-leadership process that includes all the important issues and the relationship among the important issues.

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The Process of Educating and Developing Managers for the Year 2000

Cited by 10 publications

References 1 publication

Management development: contemporary trends, issues and strategies

Management development: contemporary trends, issues and strategies

Identification of clusters of managerial skills for increased effectiveness: the case of the steel industry in Iran

A conceptual model for understanding the process of self-leadership development and action-steps to promote personal leadership development

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