Although there has been considerable work investigating the dy
namics of management training, no attention has been paid to the
learning that managers do as a day-to-day task. This article
examines the learning of 43 managers and analyzes the effect of
context, job, and person variables. Four key factors are identified as
contributors to managerial learning: demands of managing staff,
demands of change, influence, and personal style. Analysis of the
dynamic of thesefactors leads to a model of the managerial learning
process.
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