Management development and workplace learning: New organisational spaces and relations
Australian And New Zealand Academy of Management
Place of Publication
Dunedin, New Zealand
School of Managemnt
Three recent studies of workplace-based frontline management development have mapped some significant changes in how the relations, practices and beliefs about manager learning are being re-positioned to placing people first. In tension, within a discourse of enterprise, these workplace practices are extending manager identity, building manager networks and establishing learning agendas. However, the fluid structure of the management development technology also enables the traditional consumption of elite representation of managing. This paper accumulates some findings of the three related studies to present a broad modelling of what appears to be a high leverage technology that can build enterprise capability. What is most evident is that the complexity of workplace based learning re-positions people development managers at the heart of culture change.