Audit your management development climate

Abstract

If our experience is typical, management development advisers can find themselves relatively isolated and removed from continuous contact with management. Information to plan an overall management development strategy is often not available to them and their effectiveness is confined to dealing with individual manager problems or potential, usually through the medium of a training course. In addition to an incomplete picture of the areas where management development activities are perceived by managers to be most acceptable and relevant (an inevitable starting point for any adviser), the management development adviser has also to work in relative ignorance of the attitudes and perceptions that the manager may have of the management development function. He may allow his worst fears to fill that knowledge gap—which in itself can be inhibiting and hinder that close contact with management which is so essential to a trusted and effective management development function.

Citation

SMITH, P. and DAVIES, J. (1976), "Audit your management development climate", Industrial and Commercial Training, Vol. 8 No. 1, pp. 17-21. https://doi.org/10.1108/eb003516