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Differences in Managerial Jobs

  • Rosemary Stewart
Chapter

Abstract

‘I am a general manager, therefore, I can do any other general management job’. This confident statement by a senior manager reflects quite a common belief amongst managers, but is it true? Are management skills and knowledge a common currency? The aim of this chapter is to show that the answer to this question is a qualified ‘no’, and to discuss the implications of this. The answer matters to individual managers who want to make a radical job move; it also matters to all those who are involved in management selection, training and development.

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Notes

  1. 1.
    L. J. Peter, The Peter Principle (New York: Morrow, 1969).Google Scholar
  2. 2.
    J. P. Kotter, The General Managers (New York: Free Press, 1982) p. 148.Google Scholar
  3. 4.
    Norman Martin, ‘Differential Decisions in the Management of an Industrial Plant’, Journal of Business, 29 (4) (October 1956) pp. 249–60.CrossRefGoogle Scholar
  4. 8.
    R. Stewart, Contrasts in Management (Maidenhead: McGraw-Hill, 1976).Google Scholar
  5. 10.
    N. Nicholson and M. West, Managerial Job Change: Men and Women in Transition (Cambridge: Cambridge University Press, 1988) p. 43.CrossRefGoogle Scholar

Copyright information

© Rosemary Stewart 1991

Authors and Affiliations

  • Rosemary Stewart
    • 1
  1. 1.Templeton CollegeOxfordUK

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