Developing Managerial Competence

This book provides a welcome and comprehensive analysis of the Management Charter Initiative (MCI) within the context of modern management development, emphasizing the benefits of linking management development with organizational strategy.

List of figures

viii

(1)

List of tables

ix

(2)

Foreword

xi

(2)

Acknowledgements

xiii

(1)

List of abbreviations

xiv

1 Introduction

1

(17)

The changing context of training and development

2

(6)

Background to the study

8

(6)

Structure and overview of the book

14

(4)

2 Management development

18

(16)

Conceptualizing management development

18

(6)

Management skills, competences and competencies

24

(4)

Evaluating the impact of management development

28

(4)

Summary and conclusions

32

(2)

3 Methodological approach

34

(18)

Case study evaluation methodology

35

(7)

Research design

42

(4)

The case study fieldwork

46

(4)

Summary and conclusions

50

(2)

4 Organizational strategy and management development

52

(18)

Organizational strategy

53

(4)

Development to support strategy

57

(5)

Linking development to strategy in practice

62

(6)

Summary and conclusions

68

(2)

5 Human resource development strategies

70

(20)

Human resource development

71

(5)

Competence-based management development

76

(7)

Competence-based management development in practice

83

(5)

Summary and conclusions

88

(2)

6 Individual performance

90

(19)

Identification of training needs

91

(5)

Learning to develop competence

96

(5)

Individual performance outcomes

101

(5)

Summary and conclusions

106

(3)

7 Organizational performance

109

(18)

Organizational efficiency

110

(5)

Learning in organizations

115

(3)

Organizational performance outcomes

118

(7)

Summary and conclusions

125

(2)

8 Business performance

127

(19)

Defining corporate success

128

(4)

Corporate learning

132

(5)

Business performance outcomes

137

(7)

Summary and conclusions

144

(2)

9 Conclusions

146

(11)

Evidence that CBMD improves performance

146

(4)

Factors explaining variations in performance outcomes

150

(5)

Strategic recommendations and policy implications

155

(1)

Further research

155

(2)

Case 1 Tin mine

157

(8)

Case 2 Galvanizing factory

165

(8)

Case 3 Electrical rental and retail company

173

(8)

Case 4 Oil and gas exploration company

181

(7)

Case 5 Energy technology service

188

(8)

Case 6 Government agency

196

(8)

Case 7 Specialist insurance

204

(8)

Case 8 Charity organization

212

(7)

Case 9 Magistrates' Courts

219

(8)

Case 10 Regional newspaper

227

(8)

Case 11 Eastern NHS Trust

235

(7)

Case 12 Aeroplane component manufacturer

242

(8)

Case 13 Northern NHS Trust

250

(8)

Case 14 Clothing manufacturer

258

(8)

Case 15 Shoe factory

266

(8)

Case 16 Southern NHS Trust

274

(6)

References

280

(18)

Index

298

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Developing Managerial Competence

Summary

Table of Contents

Supplemental Materials