Report envisages 'apprenticeship' system for managers as part of new national framework
Article Abstract:
Findings from two major reports on British management education are expected in April 1987, one stemming from examination of practices in five nations, and the other based on the results of four studies. The five-nation study by Charles Handy reveals that most British firms do not seem to take the preparation and development of managers as seriously as their counterparts in other countries. Handy suggests a ten-point agenda that calls for expansion of higher education, early preparation in business education, and an apprenticeship system for the initial management development stages. The second report, which is based on public and private sector interviews, indicates widespread support for and interest in structured improvements in management development education. Suppliers of education and training programs predict strong growth in demand for their products and services.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1987
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Management training: perk or prerequisite?
Article Abstract:
A comparison of British, Japanese, American, French, and German efforts at educating and developing managers indicates that Great Britain's efforts are of high quality, but are not extensive enough. No public consensus exists in Great Britain on the best way to prepare people for management roles. A small and spurious elite results from British rationing of management education. It is clear that in the other four countries studied, one knows what is necessary to enter a management career in a large firm. A two-part qualification scheme is suggested for Great Britain in which formal management training would be followed by work-study activity. A ten-point action agenda is described for preparing British business leaders.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1987
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The four faces of management development
Article Abstract:
The aims and objectives of management training and development programs instituted by British corporations are discussed, using the National Health Service Training Authority's rules and regulations as a guide. The four primary purposes of such training programs are defined as: establishing a formal set of management practices and procedures, providing advice to managers with regard to their own practices and procedures, educating and developing managers, and evaluating manager behavior following training. Each of these roles is discussed in detail, and 15 precepts for promoting good management practices in customer relations areas are identified.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1986
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