Abstract
This paper explores the extent to which the management development process (MDP) within Bass Taverns is focused on shared priorities. The research focuses on the existence, or otherwise, of a ‘shared managerial understanding’ of those factors, skills/competences and performance measures deemed to be critical for successful licensed house operations and licensed house management. It presents the findings of surveys conducted at senior and licensed house manager levels within the company, which were designed to establish the extent to which inter-hierarchical consistency exists concerning the criticality of the identified success factors, skills/competences and performance measures.
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