Ten Faces of Management Development

As management development has evolved during the last three decades, there has been a shift in the popular perception of what the term embraces. It has shifted from a set of activities which organisations perform upon their own managers, towards those which external professionals conduct on behalf of client organisations. This bias is also to be found in much of the management development literature. It predominantly reflects the concerns of external professionals in their relationship with client organisations their perceptions about the task of management, and their ideals and preoccupations with what development should and should not embrace. Largely overlooked has been the internal organisational perspective on management development what it ’looks like’ to managers on the inside. This article aims to redress this