Alan Mumford
Ashgate
Hardback
256
1988
Professor Mumford has constructed a new model for management development which attempts to combine what the best managers do unconsciously with those elements of the formal management development processes that have proved to be effective. The strength of his approach is that it it rooted in the reality of how managers behave rather than the values and beliefs of the management development specialist. Thus the book offers: for managers - specific action to help them prepare for board-level responsibility for directors - detailed guidance on how they can improve relevant skills for management development specialists - a new approach to developing managers at the most senior level.
Ashgate
Hardback
256
1988
Professor Mumford has constructed a new model for management development which attempts to combine what the best managers do unconsciously with those elements of the formal management development processes that have proved to be effective. The strength of his approach is that it it rooted in the reality of how managers behave rather than the values and beliefs of the management development specialist. Thus the book offers: for managers - specific action to help them prepare for board-level responsibility for directors - detailed guidance on how they can improve relevant skills for management development specialists - a new approach to developing managers at the most senior level.