Summary
Contents
Subject index
Using original data, Managers in the Making presents a thorough analysis of the processes by which managers are made in Britain and Japan. It provides a detailed comparative study of the careers, training, developmental experience, and job demands of managers in eight named companies, matching a British firm with a Japanese counterpart. Using qualitative and quantitative data, this text offers an understanding of these processes within organization, sectoral, and national contexts. Managers' perceptions, reactions, and concerns are recorded and analyzed throughout. Managers in the Making is essential reading for students of management, organization studies, industrial relations, and human resource management.
Conclusions: Comparative Lessons
Conclusions: Comparative Lessons
This final chapter returns to the main themes outlined in the introduction. It is structured around four tasks. First, we begin by summarizing the main findings about managers and management development in Britain and Japan. Second, we put these findings into theoretical context by returning to Dore's model of organizational versus market orientations which was outlined in Chapter 1. Third, we ask what implications can be drawn about the link between management development and competitive performance. Finally, we suggest a number of lessons for practitioners.
Main Themes and Findings
This book has tried to get beneath the surface appearance of management and the making of managers in Britain and Japan. We have tried to understand how systems work in practice and how ...
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