The Manager's Identity

Abstract

In recent years management development practices have stagnated. Two areas in which this is evident are: (a) in the processed form of management development programmes and courses that are offered; and (b) via expedient learning exercises on the part of managers themselves in a myopic endeavour to maintain their self-esteem in the face of job pressures and personal demands for insight into their management problems. A ttempts to address these problems have been largely lacking with programmes continuing to be centred on a process of development in the functions of management. This misplaced posturing to the development of the manager has, to the exclusion of other equally important considerations, denied the need to examine the process from a perspective other than the functional aspects of the role. The development process is multi dimensional.

Rather than being concerned totally with the development of managerial skills, we should also be endeavouring to provide scope for complimentary exercises in manager, as distinct from management, development, i.e. the development of the self, as well as the creation and maintenance of organisational climates that will encourage this development and assist effective manager behaviour.