- Subject index
Chris Mabey and Tim Finch-Lees provide a fresh analysis of the concept and practice of management and leadership development (MLD). Grounded in research, the authors set out the current state of management and leadership development practices, before introducing readers to competing theories of MLD and offering them a more critical perspective. Throughout the book, ideas are illustrated by international case studies and vignettes that evoke the perceptions and interests of the whole range of stakeholders in the management development process.
Chapter 3: Management Development: Measurement and Performance
Management Development: Measurement and Performance
‘I doubt very much’, the old man said, ‘if we shall ever learn what significance those numbers may hold.’
It was not, heaven knows, an easy admission for the old man to make. The application of creative intelligence to a problem, the finding of a solution at once dogged, elegant, and wild, this had always seemed to him to be the essential business of human beings – the discovery of sense and causality amid the false leads, the noise, the trackless brambles of life. (Michael Chabon, The Final Solution, 2006: 125)
After reading this chapter you will be able to:
- Identify the guiding theories of management development which inform the functionalist Discourse
- Discuss some studies which constitute the research domain ...