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Managing Management Development
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Table of Contents

Introduction
Management development
long history, short change?
The management development agenda
Management development needs 1
the organizational level
Management development needs 2
the job level
Management development needs 3
the individual level
Managers learning
some useful theories, some questionable rhetoric
Selecting, designing and evaluating management development interventions
Some alternative perspectives, some final reflections
Appendix
accessing and using competencies for management development
References
Index.

About the Author

Graham Mole is Director of Human Resources Development for Willis, a global risk management firm, where he is primarily engaged in senior management assessment, development and succession planning. After leaving college in 1969 he began his career as a management trainee with Unilever, and has also worked in the mining and pharmaceutical industries. In 1993 he obtained an MSc in Organizational Behaviour from Birkbeck College, University of London, where he based the subject of his research project on management competencies. He is now working towards a PhD thesis at Birkbeck on how managers handle conflict at work. He has been involved academically in training and development as a tutor, external examiner and recently as a critical reader for the Open University's 'Managing Human Resources' programme.

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