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Is Management Development Worth the Effort?

University of South Africa

Leopold Petrus Vermeulen

University of Pretoria (South Africa)

The article examines theprerequisitesfor the successful implementation of a management development programme, and then describes a com prehensive management development programme implemented in a large South African financial institution over a period of two years.

Despite careful adherence to the prerequisites, the programme failed. The authors come to the conclusion that thefailure was due to:

• Major changes in the organisation structure during the implemen tation of the management development programme

• Lack of follow-up development activities, despite a commitment from top management to do so

• Poor management practices by top management

The authors draw a distinction between manager development and man agement development, and suggest that the former without the latter is not really worth the effort.

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