Managers in the Making: Careers, Development and Control in by John Storey

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By John Storey

Utilizing unique info, Managers within the Making offers an intensive research of the techniques wherein managers are made in Britain and Japan. It presents an in depth comparative examine of the careers, education, developmental event and task calls for of managers in 8 named businesses, matching British organizations with jap opposite numbers. utilizing qualitative and quantitative info the authors supply an knowing of those methods inside organizational, sectoral and nationwide contexts. Managers' perceptions, reactions and matters are recorded and analysed all through.

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Extra resources for Managers in the Making: Careers, Development and Control in Corporate Britain and Japan (Industrial Management series)

Sample text

As it was, the general state of affairs for management development in Britain was summarized as 'too little, too late, for too few'. Both the Handy and the Constable and McCormick reports made a number of recommendations. The Handy report suggested that leading companies should commit themselves to a 'development charter' of good practice. This would include, for example, a benchmark standard of five days off-the-job training per annum for all managers. Other recommenda­ tions related to the provision of education .

One thing seems clear - the amount of training offered to managers and the priority accorded to it has increased significantly since the Constable and McCormick (1 987) and Handy ( 1 987) reports. This was the finding from the largest and most systematic survey of its kind conducted by Thomson et al. ( 1 997) of the Open University on behalf of the Department for Education and Employment and the Institute of Management. Drawing Contexts: Britain and Japan 37 on a statistically representative sample of large and medium sized employers (n 50 1 ), plus a sample of small and medium sized enterprises (n = 403), this research revealed that the average amount of formal training in the large companies was 5 .

In the following brief summary we Contexts: Britain and Japan 23 have drawn upon an extensive literature and upon the research team's own collective experience. The generally accepted picture goes something along the following lines (we reproduce it here as a working backcloth to the study though each of the elements remains open for reassessment). Attempts to trace the sources of Japanese economic success are often virtually indis­ tinguishable from the general descriptive accounts of Japanese society.

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