Gower handbook of management development

Part 1 Setting the scene: effectiveness in management development, Alan Mumford. Part 2 Planning for management development: planning management development, Tony Vineall diagnosing needs, Andrew Stewart performance analysis, Andrew Stewart managing career choices, Charles Margerison defining managerial skills and competencies, Wendy Hirsh and Marie Strebler. Part 3 The process of management development: styles of learning, Peter Honey self-managed learning, Ian Cunningham development work and the learning spiral, John Morris management learning contracts, George Boak mentoring and coaching, David Clutterbuck and David Wynne facilitating management-learning with interactive video, Don Binstead and Sue Armitage. Part 4 Management development in action: an in-house senior managers' programme for organizational change, Bruce Nixon action learning, Jean Lawrence learning design for effective executive programmes, Jim Butler using the outdoors, John Teire business strategy and international people development in ICL, Andrew Mayo assessing for competence at Safeway Stores plc, Mike Stringfellow making it happen, Ed Moorby. Part 5 Issues in management development: the cultural contexts, Bob Garratt handling cultural diversity, David Ashton cultural pitfalls of international alliances and culture-bridging strategies, Irene Rodgers women managers, Judi Marshal management development and organization development, Graham M. Robinson the role of the management development specialist, Tony Pont team building, Bill Critchley and David Casey evaluation, Peter Bramley choosing resources, Michael Abrahams.