Download Management Development (Training & Development) by M. Syrett PDF

By M. Syrett

Potent education & improvement is key while you are to always get the simplest out of your humans and expand the data shelf-life of your organization. This module explores the big array of concepts on hand to the HR functionality together with on-the-job studying, formal administration schooling, training and mentoring. Cost-effectiveness and measurable payback also are handled as cornerstones of any education and improvement task.

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Example text

The constraints surrounding management training, which until recently had to be delivered on-site and face to face, have been practically eliminated by the almost universal take-up of e-mail, intranet and Internet working. The first breakthrough in distance learning occurred as early as the 1970s when a combination of television, video and audio tape technology made it possible for self-paced and home-based learning to extend well beyond the sterile correspondence courses that up until then had occupied a rather seedy, second place in the options open to mature students.

As established company after established company went to the wall or plunged from grace in the early 1990s because senior managers failed to spot decisive shifts in the market, the consequences became apparent. Diversity rather than homogeneity became the essential asset for survival and the need to maintain a pool of talent varied in both size and nature the best means to achieve it. In addition, responsiveness to change requires a different philosophy of leadership. At a lecture in 1990, Harvard’s John Kotter commented: ‘‘Major change always demands more leadership.

Expatriate assignments had changed in the 1980s from being the exclusive reserve of ‘‘lifers,’’ old hands who stayed in post for the duration only to move to another foreign office, to short-term career postings for promising young talent. However, in accordance with the highflying nature of management development strategies (see Chapter 3), THE GLOBAL DIMENSION 53 the numbers were limited and the investment of time by HR specialists in managing the assignment was disproportionately generous in comparison to the rest of the workforce.

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