Handbook of Management Development

Part 1 Setting the scene: effectiveness in management development, Alan Mumford. Part 2 Planning for management development: planning management development, Tony Vineall; diagnosing needs, Andrew Stewart; performance analysis, Andrew Stewart; managing career choices, Charles Margerison; defining managerial skills and competencies, Wendy Hirsh and Marie Strebler. Part 3 The process of management development: styles of learning, Peter Honey; self-managed learning, Ian Cunningham; development work and the learning spiral, John Morris; management learning contracts, George Boak; mentoring and coaching, David Clutterbuck and David Wynne; facilitating management-learning with interactive video, Don Binstead and Sue Armitage. Part 4 Management development in action: an in-house senior managers' programme for organizational change, Bruce Nixon; action learning, Jean Lawrence; learning design for effective executive programmes, Jim Butler; using the outdoors, John Teire; business strategy and international people development in ICL, Andrew Mayo; assessing for competence at Safeway Stores plc, Mike Stringfellow; making it happen, Ed Moorby. Part 5 Issues in management development: the cultural contexts, Bob Garratt; handling cultural diversity, David Ashton; cultural pitfalls of international alliances and culture-bridging strategies, Irene Rodgers; women managers, Judi Marshal; management development and organization development, Graham M. Robinson; the role of the management development specialist, Tony Pont; team building, Bill Critchley and David Casey; evaluation, Peter Bramley; choosing resources, Michael Abrahams.