THE POWER OF PROJECTS IN MANAGEMENT DEVELOPMENT

Abstract

It is a truism that the vast majority of development takes place while a manager is carrying out the job. Also where any management training and development investment can be seen to affect the bottom‐line business results, then commitment at both an organizational and individual level can be more easily secured. Using work‐based projects for individuals and groups is an approach which can secure both bottom‐line payoff and effective learning transfer, while bringing about significant changes. Reviews the development of and experience in project‐based learning over several years at Sundridge Park. Offers and explores critical success factors together with experiences of project‐based learning with Volvo and ICI. Explains the issue of integrating learning with doing and makes links with action learning and career development. Also highlights the potential of information technology in capturing and retaining learning through projects.