Strategies for Introducing Self-development

Hawdon Hague

Chapter 16 in Executive Self-Development, 1974, pp 160-170 from Palgrave Macmillan

Abstract: Abstract There are two problems for an established training and development function in making the transition to training in the real situation. One is that it is not easy to say to top management that one has been using the wrong methods for years and as a result been less than effective. In many firms, that would be dangerous. The other arises from the fact that several routines will be in existence, although varyingly effective, and line managers and trainers all feel they ‘know the score’.

Keywords: Small Firm; Senior Manager; Chief Executive; Management Development; Line Manager (search for similar items in EconPapers)
Date: 1974
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-349-02027-0_16

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DOI: 10.1007/978-1-349-02027-0_16

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