Abstract
Questions the value of the current emphasis on NVQs and MBAs in
developing managers for a turbulent future. Aimed at colleagues in the
management development field, argues that their role is strategic and
that the separation of MD and OD is harmful. Competences are specific to
organizational culture, and the individual needs to develop in parallel
with the organization. Suggests that those should not be considered as
separate processes. Also points out that the more general competences
are, the less useful they become within the organization.
Subject
Development,General Business, Management and Accounting,Education
Reference3 articles.
1. 1. Handy, C., The Making of Managers, (The Handy Report), National
Economic Development Office (NEDO)London, 1987.
2. 2. Hickman, C.R. and Silva, M.A., Creating Excellence, Unwin
Paperbacks, London, 1986.
3. 3. Burgoyne, J., “Creating the Managerial Portfolio Building on
Competency Approaches to Management Development”, Management Education
and Development, The journal of the Association Management Education and
Development (AMED), Vol. 20, Pt 1, Spring 1989.
Cited by
12 articles.
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