Developing Top Managers

What mix of training and experience is most likely to help managers reach the top of the organizational tree? And once they are at the top, what training and experience will help them succeed?

The answers to these questions have been distilled from personal interviews with 144 company directors and are presented in this unique volume. Using the insights derived from the interviews, Professor Mumford has constructed a new model for management development which attempts to combine what the best managers do unconsciously with those elements of the formal management development processes that have proved to be effective. The strength of his approach is that it is rooted in the reality of how managers behave rather than the values and beliefs of the management development specialist.

Thus the book offers:

• for managers — specific action to help them prepare for board-level responsibility
• for directors — detailed guidance on how they can improve relevant skills
• for management development specialists — a new approach to developing managers at the most senior level

• Part I: How Top Managers Learn
1. Ways to the top
2. Learning from the job
3. Learning from other managers: how
4. Learning from other managers: who
5. Learning off the job
6. Learning from courses
7. Managing management development
• Part II: Why Top Managers Learn
8. Development for what?
9. Influences on managers — within the organization
10. Other influences
11. Learning and development: influences
12. Learning and development: methods
• Part III: The Way Forward
13. Action for executives
14. Advice to advisers

Mumford is always worth reading.