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A 5 page paper that discusses management development, what it is, purpose, benefits and values. There is a special section on management development or lack thereof in the United Kingdom prior to the 1990s. Bibliography lists 5 sources.
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5 pages (~225 words per page)
File: MM12_PGmgdvp9.rtf
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training agency. They stated management development is "an attempt to improve managerial effectiveness through a planned and deliberate process" (p. 13). Both explanations would suggest that such a process could
be formal and/or informal. It might be informal when an individual obtains, reads and studies material regarding management practices. It might be formal when an individual enrolls in management training
programs in higher education, through private agencies or at work. As Mumford and Gold (2004) go on to say that management development might not even be planned. People inherently learn
management skills by observing and working with effective managers (Mumford and Gold, 2004). The learning could be accidental with the learner not even realizing he or she is gaining such
skills. This led Mumford to offer a more concise definition of management development in 1997: "an attempt to improve managerial effectiveness through a learning process" (Mumford and Gold, 2004, p.
14). As with all fields, management development has changed over the decades. Years ago, managers were selected based on their characteristics and knowledge (McNamara, 2009). The owner or plant
manager would identify workers who had a great deal of knowledge about the company and products and promoted them to supervisory or managerial positions (McNamara, 2009). These managers or supervisors
simply told people what to do (McNamara, 2009), it was very authoritarian. Between the 1950s and 1980s, there were significant changes in the process of developing managers. Management training
from agencies or colleges focused on the identified activities in the organization, such as finances, planning, sales, organizing and so forth (McNamara, 2009). Mostly, learners studied each subject by itself
with little or no integration of the different functions (McNamara, 2009). The human relations movement began in earnest in the 1960s and 1970s when training began to focus on motivation,
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