TRAINING AND DEVELOPMENT

Training and Development Approaches for Managers Going Overseas

Training and Development Approaches for Managers Going Overseas

Introduction

The concept of management development has been interpreted in various ways. Mullins (2002, p.851) argues that 'there is no single, agreed definition of management development'. Mumford (2004, 13) is critical of the definition by the Training Services Agency that management development is 'an attempt to improve managerial effectiveness through a planned and deliberate learning process'. Mumford (2004) argues that to refer to management development as a 'formal, planned and deliberate process' is narrow and flawed. He suggests that the concept of management development should include formal management development activity and informal learning and thus describes management development as 'an attempt to improve managerial effectiveness through a learning process' (Mumford 2004, 14).

Overview

Thomson et al. (2001, p.10) agree with Mumford's (2004, 8-14) arguments by suggesting management development is a 'multi-faceted process', which includes not only 'formal learning of knowledge and skills' through training and education, but also 'informal and experiential modes of human capital formation'. However, research (Thomson et al. 2001, 9-12) has revealed that informal management development is less associated with an organisational management development system than the formal development activities. Mabey and Thomson (2000, p.276) suggest that a formal training programme is not the only solution for management development, as much learning is gained from experiences. Similarly, Mullins (2002, pp.842-844) points out that good managers are not created from the classroom.

Some researchers therefore advocate (Mumford 2004) the marriage of a formal learning process and informal learning activities. Branine (2005, p.459) produces a good example of this in his work with Chinese management development programmes. He argues that learning can take place in the form of the daily interaction and managerial reality of Chinese managers and their Western partners rather than in the classroom.

Another issue to be addressed is the fact that the terms of 'development' and 'training' are often used interchangeably. There are some attempts to distinguish between training and development. For example, Mullins (Mullins 2002, p.844) suggests that training is normally the basic means in the development process and usually emphasises the improvement of managers' performance for their current job, whereas development has more of an emphasis on their ability to manage change and their qualification for future positions. Rothwell and Kazanas (1994, p.397) agree with Mullins' argument and point out that training focuses on individual learning related to job requirements while development 'contributes ...