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Journal cover: Journal of Management Development

Journal of Management Development

ISSN: 0262-1711

Online from: 1982

Subject Area: Human Resource Management

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Experiential learning for developing managers: a practical model


Document Information:
Title:Experiential learning for developing managers: a practical model
Author(s):Dean E. Frost, (Department of Business Administration, Bemidji State University, Bemidji, Minnesota, USA), Valerie Wallingford, (Department of Business Administration, Bemidji State University, Bemidji, Minnesota, USA)
Citation:Dean E. Frost, Valerie Wallingford, (2013) "Experiential learning for developing managers: a practical model", Journal of Management Development, Vol. 32 Iss: 7, pp.756 - 767
Keywords:Action learning, Career development, Career planning, Competency modelling, Management development, Self assessment, Task structure
Article type:Conceptual paper
DOI:10.1108/JMD-11-2011-0118 (Permanent URL)
Publisher:Emerald Group Publishing Limited
Abstract:

Purpose – The purpose of this paper is to create a practical system for assessing the need for developmental opportunities for management development while functioning on the job and to assist managers in selecting from those opportunities. This includes assessment strategies, discussion of developmental patterns, and potential gains in organizational commitment and managerial performance.

Design/methodology/approach – A model is proposed for connecting previously established management competencies to developmental opportunities in the manager's current task and group environments.

Findings – Self-assessment instruments are presented for general management competencies and for task structure with notes on how managers, their supervisors and/or mentors might complete those ratings, in order to then use the proposed action model for learning/development.

Practical limitations – The potential impact of managerial coaching processes or diversity in organizational cultural contexts on the use of this model are noted.

Social implications – Improved managerial competencies and organizational performance may be obtained from following this model along with increased organizational commitment by the managers.

Originality/value – This paper presents a new model for self-assessment of managerial development needs, discusses how those can be linked with on-the-job tasks within an existing job placement and organization. While the literature documents the value of developmental opportunities, no system exists for the assessment or selection of a developmental plan within an existing job title or organization. The proposed model fills a large conceptual gap in mapping a manager's personal career goals onto the organization's career paths or management development system objectives.



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