The researcher was appointed into the position of General Manager within the Clothing and General Merchandise Supply Chain in a large retail organisation as part of a transformation strategy to turn around a business unit which had historically been delivering substandard performance and had led to significant impacts on organisational performance. Despite the organisation having a number of mechanisms in place to assist line managers to manage the life cycle of an employee during their employment, the performance measures as well as selection of a talent pipeline were measured against the framework of an underperforming environment. Competence was therefore benchmarked on overrated performance against underrated goals which led to ineffective performance and no validity in talent identification. Critical Realism was chosen as an ontological philosophy. Data was generated through four research cycles and processed through grounded theory meta-synthesis methodology. Four core variables emerged from the research: Identification of inherent DNA required for talent succession development, Quality of leadership, Effectiveness of a performance plan and Leading with heart. The driving variable within the balancing loop identified in the causal mechanism was Quality of leadership which is the initial point of influence in the system, and sets off a chain of cause and effect interactions between all the other variables, resulting in either a positive or negative stabilization within this system. This research suggests interventions and mechanisms to improve performance while simultaneously developing a future fit workforce who have the ability to focus on a number of moving parts at the same time. Efficiency is created through their competence in ensuring outstanding operational performance, the engagement and effective management of staff as well as the ability to handle constant change, complexity and uncertainty. The theory built, as well as the proposed interventions and mechanisms were tested and modified within the environment and delivered significant business results. The results achieved as a result of the implementation of the theory, are therefore concrete evidence of relevance, validity and utility. Contributions to practice, theory and research are discussed in this closing chapter of this dissertation.

The basic aim of this study is to reveal a number of variables which influence the effectiveness of management development programmes. Such an attempt to help pave the way to a comprehensive understanding of the nature of management development and the factors that prevent it's effectiveness. It also helps to improve the performance of the individuals and the organisation. In order to achieve this purpose we have collected the data from twenty four companies and organisations specialising in industry, trade and investment. These companies and organisations conduct work in Kuwai t and they are leading in their specialisation. The aim of collecting the data from these companies and organisations is to verify the nature of relationships between the following factors: Firstly, the relationship between the effectiveness of management development programmes and the leadership style. Secondly, the relationship between the effectiveness of management development programmes and the manager as an individual. Thirdly, the relationship between the effectiveness of management development programmes and the manager's job. Fourthly, the relationship between the effectiveness of management development programmes and the interaction between the manager and his/her job. The study however, includes 15 variables and aims to examine the nature of the relationship between the above factors. These variables are as follows:The effectiveness of management development programmes, leadership style (production orientation, control of work, work facilitating problems solving, consideration, participation and decentralisation), career future, goal specificity, deal difficulty, intrinsic motivation, upward striving, concern for social status of the job, job involvement and pride of work. Finally, the study improves path model for the understanding of the nature of the relationship between the effectiveness of management development programmes and all the above mentioned variables. As the model shows, the variable that is concerned with leadership style --' appears to be a basic factor in influencing the effectiveness of the management development programmes. With regard to the influence on the effectiveness of MDPs this variable is followed by two other variables. The first is the career future of the job and the second is the manager himself as a job holder. Precisely, when we tested the theoretical model suggested in this study, we found that the conclusions generally tended to support the model in some aspects and do not support it in others. The result, however, shows that there is a consistent positive relationship between the effectiveness of management development programmes, leadership style, career future, and upward striving on one hand and very weak relationship between the EMPDs and pride of work, job involvement, intrinsic motivation, goal difficulty and concern for social status of the job.

This study focuses on career progression and the first line manager (flm). There is an acknowledged lack of literature on the contemporary flm (Hirsh, 2000; Owen, 2001), which this research helps to address. The main aim of the study is 'to reach a greater understanding of the factors involved in an individual's ability to progress into, through and from the first level of management' . The study offers a meta-analysis of the literature on first line management throughout the twentieth century and into the twenty-first, identifying five contemporary issues affecting the role. These are organisational changes; team-working; management styles and skills; the impact of new technology; changing employment patterns and managing diversity. These and associated issues have also affected the modem career, which is examined from a flm perspective. Pertinent factors are highlighted as career responsibility; career motivation; pro-activity and entrepreneurial careers; career competence; and career resilience and adaptability. Issues of choice, luck and timing in careers are also examined. The lack of qualitative research into careers has been recognised by many writers in this field (Young & Collin, 1992; Bimrose, 2001). The concept of energy suffuses this research. The consideration of energy in organisations has become more prevalent in the literature on both management and careers (Tosey, 1994, 1999; Wheatley, 1992; Arthur et ai, 1999). This study adopts, with amendments, Tosey's (1994) model, based on seven energy centres and their associated meanings, as an analytical framework. The framework supports an examination of aspects of the flm role and career, to enhance understanding of an individual's ability to progress into, through and from the first level of management. A qualitative approach has been taken to the study, based on Lincoln and Guba's (1985) Naturalistic Inquiry. In-depth, semi-structured interviews were undertaken with 23 participants. These were selected across sectors, private and public, and across a broad range of characteristics. Some were working at the flm level at the time of interview, some had moved from the level, either to middle management or to nonmanagement roles. The interviews made use of Critical Incident Technique (Flanagan, 1954; Chell, 1998), to explore critical junctures in a flm career. The analysis allowed a clear delineation between progression into the flm level, and progression through and from the flm level and into middle management. A model of career progression is presented, incorporating three contextual levels, together with the salient themes of connectivity and timing. The study'S contribution to knowledge surrounds four key areas: (1) the identification and examination of five contemporary issues for the modem flm; (2) the contribution to the understanding of career progression, through the use of qualitative research, at the flm level; (3) the development of a new model relating to career progression, and (4) the recognition of the importance of energy in examining career progression, together with the use of the Tosey (1994) model of energy centres. Implications of the findings from this study are presented at societal, organisational and individual levels.

No / The purpose of this paper is to explore the nature and extent of management development and training in Palestinian telecommunication organizations using a basic trichotomous (three-stage) model: needs assessment, training development, and evaluation. A survey questionnaires supported by semi-structured interviews was conducted to capture and corroborate the issues raised by middle and senior managers. Subsequently, the valid data were analysed using Statistical Package for the Social Sciences and was tabulated for the purpose of interpretation and comparison with the findings available from literature. Despite the systematic approach to training and development, the findings revealed inadequacy deriving from heavy emphasis on conventional methods throughout the three stages particularly the formal in-house training; the current system does not offer a holistic approach to meet the challenging needs for management development. The study adopts an exploratory in depth empirical investigation in Palestinian telecommunication organizations, it provides insight into management training and development in the private sector in Palestine. It has profound theoretical and practical implications for the increased effectiveness of management in the region and beyond. The use of trichotomous approach explores the entire process, rather than implementation alone, thus the findings will have practical implications for the researcher and practitioners to design, implement, and systematically appraise the effectiveness of training development initiatives. This paper offers both professionals and academics a fresh perspective on training and development in Palestinian telecommunication organizations; it highlights the importance of such activity, and stresses on the need for the design of programmes that can adequately incorporate the individual and corporate needs for development.

The challenge of management development in multinational companies is not only the program design itself, to design a diversified and comprehensive program, but also how to implement the program worldwide consistently and efficiently. Many multinational companies face the dilemma of centralization or decentralization because both have strengths and weakness and the debates on which approach is better is never ending. Instead of using the single one approach for the whole program, companies can review the process, from needs collection, design and development to implementation and evaluation, to determine the right approach for each. It means to use the combination of centralization and decentralization to capture the strengths of both.

This thesis explores the impact of whole-person development programmes on the development of managers. The research on which this thesis is based is in two stages. The initial stage compared the ways in which personal development plans were created in 14 organisations and identified that the means by which the plans were created had a significant effect on the enthusiasm and commitment of the learners. This led to a review of management development programmes to try and identify in more detail the factors that influence impact and outcomes. Interviews were conducted with 55 individual learners, 11 subordinates and 21 line managers and explored how these managers learnt, what they learnt and what impact this learning had on them and their organisations. These participants came from five case study organisations who provided a range of management development opportunities. The learning that seemed to have had most significant impact centred around 'soft skills'. This is particularly interesting because it is these soft skills that have proved to be difficult to develop and assess. There emerged some key themes that help explain these changes. The first step in this journey of development is that managers should know themselves. Much management development focuses on the external world and the development of knowledge and skills that are 'out there' - understanding budgets, where business strategy comes from, what a good appraisal looks like and so on. The really effective managementdevelopment programmes placed considerable emphasis on the internal world. This development of the internal world focuses on both knowledge and skills - what are my strengths and weaknesses, how do I normally react when put under pressure, what techniques can I use to overcome my reluctance to deal with conflict? Two processes appear to be essential if individuals are to develop greater internal skills and self-knowledge: feedback opportunities and support mechanisms. Those that have received structured feedback within a supportive and trusting environment have used this to change themselves for the better, becoming more proactive, more self-confident and more empathic in their dealings with others. Feedback can play a positive role in enhancing self-esteem through increasing selfknowledge. However feedback is not always welcomed. In an unsupported environment, feedback can be perceived as threatening when it tells the individual something that they did not know about themselves and are not ready to integrate into their selfknowledge. In these circumstances a vicious circle is set up. Support from those that the learner has come to trust appears to be crucial if feedback is to be warmly received. Once an individual has integrated such feedback into their selfknowledge and accepted it, there would appear to be an increase in the value attached to feedback and the desire to seek it out

Managers are universally regarded as key to the fortunes of organizations, yet there has been little focus on the effects of information technology (I.T.) on this group. In this research, the implications of I.T. for the work and roles of managers were studied, permanently in office settings, in five manufacturing companies in the Northern Home Counties. The cases provided a wide range of both organizational cultures and I.T. use. Data were obtained largely through 101 semistructured interviews with managers in various hierarchical and functional positions. Supporting material came from questionnaires and documents. and through informal observation on the 49 visits to companies. I.T. consists of several interwoven and rapidly developing computing and communications technologies, and is interacting with the extremely varied environments found in the companies. There is no revolution. Rather I.T. use is growing from its precursors - telex, punched-card machines and earlier computers, and is conditioned powerfully by existing cultures. Gradually, however, the inherent character of the technology is changing practices in general, and management work in particular, in radical ways. The fundamental nature of managers' work is little altered by I.T. It remains fragmented; weakly defined; oral; action orientated. Increased productivity and reduced numbers of staff are consequences of I.T., and these, together with the increase in conceptual and systems skills amongst the work-force, are reducing the hierarchical-authority model of people management, and creating a more "professional-team" culture. The increasing effectiveness of information management that I.T. confers is producing other major consequences for managers. Information management is becoming a central component of their work. Overall, managers are having to adapt to increasingly technological systematised environments, with smaller, more skilled staff teams. The transitions for managers are difficult. especially as companies have given slight attention to preparing managers for these changes, or indeed to management development in general.

This thesis records my professional search for a management model which will harness the fill capabilities of people in organisations to the achievement of the organisations, goals. This search has taken place in the context of the lost Office in which I have spent my working life. The key event in this search was my introduction to Self-Organised Learning (S-O-L) in 1984, during the Centre for the Study of Human Learning's S-O-L action research project on supervisory and managerial effectiveness. My survey of the literature in the fields of management, learning and psychology has prompted me to identify the need for a more person-centred approach to management. The survey focuses on 5 key issues, the motivation of people to contribute to the achievement of organisational goals, responsibility and control, assumptions or myths about people, attitudes towards people, and learning for continuous improvements. I have followed the action research paradigm in four main research projects: (i) a trial of S-O-L in leading Read Post Office in 1995/86; (ii) the use of S-0-L in the Parcel Sort Centre near leading between 1906 and 1990; (iii) a major Management Development and Productivity Improvement Programme in the Parcel Sort Centre in 1990. (iv) further use of S-O-L in the Parcel Sort Centre near Reading in 1991 and 1992. In the research I have used the key S-O-L tools, the Learning Conversation and the Personal Learning Contract, and I have deployed my on approach to people management which is based on trust, openness, support and encouragement. The action research results have been evaluated on a multi-perspective basis taking account of the benefits to: participating managers both as individuals and as teams; the organisation; myself, as a manager, action researcher and person. Included in the evaluation are the results of evaluation conversation held with members of my management team at the Parcel Sort Centre. These are presented in the form of Personal Learning Biographies which address the learner's own as well as others' evaluation. A major outcome of my research is the development of a Person-Centred Model of Organisational Growth. Together the action research results and the model highlight my conclusion that, as managers and trainers, we are failing to release the potential of people in organisations to learn and grow and thereby fully participate in the achievement of organisational goals. We are not developing effective personal and group relationships based upon the motivation theories of Maslow and Berzberg, McGregor’s Theory Y and Rogerian concepts. The thesis demonstrates that the systematic practice of Learning Conversations on-the-job in a variety of work based contexts transforms the attitudes of people towards work and empowers them with learning focused skills and competencies, which enable them to work more productively and effectively in individuals and as a team to meet organisational goals. This is a mutually beneficial process, enhancing the powers of the individual and the objective demands (productivity, quality of service and cost effectiveness) of the organisation. More than this, the S-O-L approach creates a structured, systematic Learning Environment which proactively encourages change and development in ways which can sustain individual development and organisational growth. This thesis identifies move of the hidden mythologies and constraints which need to be deconstructed and reconstructed in the support environment during the change process of individual and organisational growth.

No

Businesses confront dilemmas due to wrong decision-making or incomplete executions as consequences of fast business growing and increasing market competitions in present Taiwan, the fact that businesses emphasize on team work rather than individual endeavor that successful operation is determined by professional knowledge, right attitudes and execution capability of management, more importantly, by whether employees are able to offer proper performance in order to reach right company targets as instructed by management. This research is to present researches from separate case studies and interviews on how companies carry out management development system so as to identify the various design contents and implementation techniques for leading businesses with enhanced company operation in diverse areas; as well as the difficulties and problems that different companies might deal with when management development system is employed. It is learned by this study that management development system can be implemented in business regardless of its size, however, the more globalized the businesses are, as compared to those less ones, the more likely that these businesses are able to set up more functional and effective management development system, a conclusion drawn from extensive collection of related references and comparisons on domestic and oversea businesses. The reasons are that more globalizes businesses apply more integrated organization function, structure and promotion system, in addition to enhanced training system with oversea job rotation opportunities, hence to obtain the advantage of personnel training. Furthermore, it is induced that, from the practical implementation of business-designed management development system, the significance and value of training for business management trainees are not only to form their professional specialty with capability and flexibility in quick reactions, but also to intensify the networking correspondence to reduce the transaction cost of searching and training within one company. Nevertheless, the root cause for the success of management development system is greatly affected by how higher management acknowledges and stresses its worth.