Outdoor management development programmes are increasingly regarded as an attractive way to develop managers. This paper presents a framework for reviewing such programmes developed out of the author's own experiences as participant and tutor. The framework comprises three dimensions of reality: participant reality, theoretical reality and resource reality, each of which is considered in terms of its effect on the design of outdoor learning events.
Get full access to this article
View all access options for this article.
References
1.
Ashmawy, S. and Revans, R.W. (1971), 'The Nile Project', Organisation for Economic Cooperation and Development Report, Paris, pp. 11-12.
2.
Burns, T. (1954), 'The direction of activity and communication in a departmental executive group', HumanRelations, Vol. 17, pp. 73-97.
3.
Carlson, S. (1951), Executive Behaviour, Stockholm : Strombergs.
4.
Kotter, J.P. (1982), 'What effective general managers really do', Harvard Business Review, Nov.-Dec., pp. 156-167.
5.
Machin, J. (1981), 'The "Expectations Approach": A product of manager-led research which helps managers improve their own effectiveness', In Machin, J., Stewart, R. and Hales, C. (Eds.), Toward Managerial Effectiveness, Farnborough: Gower .
6.
Mintzberg, H. (1973), The Nature of Managerial Work, New York: Harper and Row.
7.
Stuart, R. and Binsted, D. (1981), 'The transfer of learning: Designing reality into management learning events', In Nixon, B. (Ed.), New Approaches to Management Development, Farnborough : Gower.
8.
Stewart, R. (1982), Choices for the Manager, McGraw-Hill .
