Focusing Managerial Development

Abstract

It is a cliché that management development should be relevant to the requirements of managers. Yet this criterion so often seems to be merely part of the rhetoric of management development. The problem of relevance is more acute the more senior the manager. You can get away with formalised packaged management training for junior managers, but top managers realise that their situations are unique. In this article, we will comment on an example of developing a particular kind of senior manager, namely, potential partners for a major accountancy firm — Deloitte Haskins and Sells.

Citation

Cunningham, I. and Leon, P. (1986), "Focusing Managerial Development", Journal of European Industrial Training, Vol. 10 No. 8, pp. 23-26. https://doi.org/10.1108/eb002213