Abstract
The last decade — with its emphasis on organisational culture, experiential learning, managerial competence, strategic HRM, the learning organisation, etc. — has changed the demands and expectations to management development, as well as the methods and techniques by which these demands and expectations are met. This has a great impact on the role and effectiveness of so-called high-flyer programmes in organisations, as these programmes are anchored in the organisational setting. New developments have appeared in the following areas:
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The objective of management development is being questioned, in particular whether one is training a selected, elitarian group of individuals through high-flyer programmes or stimulating an all-encompassing change in management processes.
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The target group for management development is being challenged, and arguments are put forward that it should be enlarged to include anybody who has a significant impact on managerial processes in the organisation, whether or not the person in question has a formal managerial position. Obviously, this has a direct impact on the use of high-flyer programmes.
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© 2000 Henrik Holt Larsen
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Larsen, H.H. (2000). In Search of Management Development in Europe: From Self-fulfilling Prophecies to Organisational Competence. In: Brewster, C., Mayrhofer, W., Morley, M. (eds) New Challenges for European Human Resource Management. Palgrave Macmillan, London. https://doi.org/10.1057/9780230597952_9
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DOI: https://doi.org/10.1057/9780230597952_9
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