Practice of Management Development

A persistent difficulty faced by management professionals is the absence of sources providing information about objectives, theory, and current aproaches and practices for management development. The editors address this issue by bringing together outstanding management professionals to provide a comprehensive review of current management development theory and practice. Individual case studies employing in-depth descriptions of particular management training programs are supplemented by theoretical discussions placing the studies in a common context. The result is an integrated overview of the best and most innovative programs and methods available to the human resources professional.Divided into three principal sections, the volume first focuses on efforts aimed at the development of individual managers and management styles. The papers in Part Two address programs directed toward changing the culture of the organization. Part Three offers examples of programs that are on the cutting edge of management development. Each chapter includes a description of the diagnosed needs and defined objectives, the design and implementation of the program, an analysis of results, and practical implications for other practioners. Throughout, the contributors provide professionals with an integrated source for both new approaches and useful variations on familiar ones.

SIDNEY MAILICK is Professor of Public Administration at New York University's Graduate School of Public Administration. His books and articles have been in the fields of management development, organization development, personnel management and organization theory.SOLOMON HOBERMAN, is a management consultant to public and private sector organizations for organizational analysis, management development, training trainers, and personnel management. He served for sixteen years as director of training, director of personnel relations, and as a personnel director and chairman of the Civil Service Commission of New York City's government.STEPHEN J. WALL is President of Manus Associates, a consulting firm in New York City which provides strategic planning and executive development services. He has published and presented papers on executive selection and development, the evaluation of university-based executive development programs, training needs analysis, conflict management and strategic human resource management. He is on the Editorial Board of the Center for Creative Leadership, Columbia University's Management of Organizations' Advisory Board and is a member of the Academy of Management.