`This is the first really thought-provoking book that I have read
on management development. It is a book primarily addressed to
students, but in this field, we are all students. It merits a wide
readership both among practising managers as well as among those
responsible for developing them' - Max Boisot, ESADE `Mabey and
Finch-Lees inject a breath of fresh air into the management
development field by expanding upon its heretofore functionalist
base. They offer an informative critique of mainstream views,
featuring alternative discourses to examine such hard questions as
why management development hasn't quite delivered on management's
considerable investment in it. As a veritable tour de force in its
absorbing integration and review of a large tract of literature,
the book informs both management scholars and practitioners what
might be expected from management development's intended but also
unanticipated outcomes' - Joe Raelin, Northeastern University `In a
well-written, accessible and yet sophisticated text, Mabey and
Finch-Lees show themselves to be as familiar with the latest in
management development practice as they are with the sometimes
arcane theoretical literature that surrounds it. Its great strength
is to recognize the plurality of discourses - some overlapping and
complementary, others distinct and oppositional - about the
subject. This book can be recommended as a unique resource for
students and scholars of management development' - Chris Grey,
University of Warwick This book represents a significant step
forward in the theory of management and leadership development. It
offers an international perspective in this era of globalisation
and a new and questioning perspective on the common belief that
leadership is something completely different to, and more important
than, management. This book will be of great help to the serous
theorist and researcher of management and leadership development.
It is an invaluable point of reference for a broad range of theory
and research in this area, which it summarises with admirable
brevity and clarity' - John G Burgoyne, Lancaster University
Management School and Henley Management College Management
development is a potent and high-profile human resource activity,
involving some of the organizations' key players and attracting
huge hopes and investments from governments, organizations and
individuals alike. Yet at several levels, the high expectations
often remain unfulfilled. So why is this a subject and activity
that continues to command such intense interest from scholars and
practitioners alike? Chris Mabey and Tim Finch-Lees provide a fresh
analysis of the concept and practice of management and leadership
development (MLD). Grounded in research, the authors set out the
current state of management and leadership development practices,
before introducing readers to competing theories of MLD and
offering them a more critical perspective. Throughout the book,
ideas are illustrated by international case studies and vignettes
that evoke the perceptions and interests of the whole range of
stakeholders in the management development process. Management
Development has been written for upper level undergraduate and
masters level students pursuing courses in HRM, HRD, Leadership
Development, Organizational Behaviour, Management, Organization
Change, Personnel Management, and training and development modules.
General
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