Abstract
The article examines theprerequisitesfor the successful implementation of a management development programme, and then describes a com prehensive management development programme implemented in a large South African financial institution over a period of two years.
Despite careful adherence to the prerequisites, the programme failed. The authors come to the conclusion that thefailure was due to:
• Major changes in the organisation structure during the implemen tation of the management development programme
• Lack of follow-up development activities, despite a commitment from top management to do so
• Poor management practices by top management
The authors draw a distinction between manager development and man agement development, and suggest that the former without the latter is not really worth the effort.
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