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Management Development Practices in the Private Sector

  • David Ashton
  • Mark Easterby-Smith

Abstract

The opening chapter reviewed several perspectives of management development. In this chapter and the next one we want to illustrate the range of approaches that have been adopted in different organizations. We shall be concentrating on organizational units of medium and larger size (ranging from approximately 700 to 10,000 employees) and have divided the discussion in these two chapters between private and public sector organizations. The differences in autonomy and accountability between the two sectors are reasonably distinct. In addition there are differences in managerial roles. For example, in the public sector there tends to be a greater emphasis on ‘professionalism’ and status is not so clearly defined by managerial role as it is in the private sector. The meaning of managerial roles, and hence of management development, is therefore likely to be different in the two cases.

Keywords

Private Sector Career Development Senior Manager Parent Company Individual Manager 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

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Copyright information

© David Ashton and Mark Easterby-Smith 1979

Authors and Affiliations

  • David Ashton
  • Mark Easterby-Smith

There are no affiliations available

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