Management development: in search of a new role?

Abstract

This paper argues, based on academic research as well as personal experience, that management development (MD) functions are not always utilising their resources, either in terms of people or time, effectively. They are perceived to spend large amounts of their time on “administrative” or “welfare” aspects of the role whilst neglecting some of the more strategic issues or roles. Using a model of HR roles, we explore the potential roles for the MD function, analysing exactly what each role would imply for MD activities. We conclude by suggesting that MD is in many cases in danger of becoming left behind as the rest of the HR function moves onto more strategic concerns. Thus the challenge is to forge a more strategic role, either as a strategic business partner or as a change agent.