In most organizations there is a striking difference between what managers are capable of doing, and what managers choose to do and are allowed to do. HRD specialists often devote themselves to developing individual managerial competence with little regard to the context or the organization’s side of the bargain.
In this challenging book William Tate shows how to link management development with the culture and problems of the organization to generate performance-enhancing action. Mr Tate shows how to treat the organization as a partner in the development process, integrating capability with a receptive organizational climate which encourages and applies learning. He offers both ideas and practical strategies, supported by illuminating case studies. Like his companion volume, Developing Managerial Competence, this engages the reader through activities, checklists and 'tips', helping him or her to think through the issues and plan appropriately. He stresses throughout the benefits of a value-driven model based on openness.
This is a radical, hard-hitting but above all practical approach designed to place the organization’s purpose at the heart of the management development process. It will be welcomed by HRD practitioners and senior managers alike.
Contents: Part One Models, Concepts and Definitions: Developing a model foundation; To train or to educate - that is the question. Part Two Analysing Needs and Diagnosing Problems: Establishing managers' development needs; Diagnosing organizational needs. Part Three Interventions, Methods and Action: Choosing development interventions; Managing performance; Refocusing career management. Part Four Working to Develop the Organization: Linking development to organization performance; The fall and rise of the organization; Creating a positive environment; Building a learning organization. Part Five Strategies for the Future: Forming a development strategy; Developing the organization to be; Index.
About the Author: William Tate is an independent consultant specializing in management and organization development, change and learning. For many years he worked for British Airways, holding a number of senior positions including Head of General Training and Head of Human Resources Strategy and Planning. He is the author of Open Learning Choices for Managers and Executive-Match, a selection planning guide.
Reviews: '... excellent value for money ... The two books do an excellent job in supplying a guide to the current forms of management and corporate development and their value to individuals and firms. The author’s experience and the quality of his critical analysis puts these two volumes in a class of their own ... I recommend them both without reservation ...If you are interested in improving managerial and company performance in the UK, then give up listening to the politicians, and buy, beg, borrow or steal these books.' The British Journal of Administrative Management
'Of particular value are the definitions of all the management development methods in use ... of great assistance to anyone baffled by the variety of development methods and how they may or may not assist in learning in given situations.' Newsletter of the Creative Management Centre
'Overall, this is a useful and challenging book for any practitioner working in the field of competency' Competence Bulletin
'... the references are excellent, and the book is a sound introduction to the management and organisational development area.' Human Resource Management Journal