Tóm tắt
It is possible to see Management Development as a process peculiarly subject to creative obsolescence, in which the basic purpose of the process (to help create a larger pool of more effective managers) is constantly having added to it new improved features, each characterised by an assumption of priority, significance and technical excellence. Just as car manufacturers tout new features—tyres which grip even a flooded road, petrol without dangerous additives, maintenance free batteries—so new features of management development are identified and thrust upon apparently eager customers (management development advisers) and rather less eager consumers (managers). Self‐Development is clearly the latest technique to be placed before a set of customers apparently hungry for an improved product.
