The Future Development of Managers in the Dunlop Organisation.

  • Kim James

    Student thesis: Doctoral ThesisDoctor of Philosophy

    Abstract

    This research examines how a large multinational manufacturing
    company can provide its managers with the abilities that will be
    needed in senior positions some time in the future.

    A study of forecasts yields the conclusion that such managers
    will have to cope with novel, complex problems, and will need to be able to learn continuously from their experience.

    Use was made of an experiential model of learning, which postulates
    relationships between types of environment encountered and
    types of learning ability developed. A comprehensive questionnaire
    survey was conducted, based on the model, and dealing with various
    aspects of managers' total careers, and the knowledge and skills
    managers thought they had gained, stage by stage.

    The data suggest some important deficiencies in the model.
    Particular career experiences did not, in themselves, foster an
    ability to learn. An appropriate interpretation of the experiences
    was also required. It is proposed that realistic self-confidence,
    or expectation of self-efficacy, is an important factor in interpreting
    career experiences, and in developing learning ability.

    It is concluded that the research can make a contribution to career development, and the revised model of learning which is proposed forms the basis of recommendations for the development of the Company's future senior managers.
    Date of AwardFeb 1979
    Original languageEnglish
    Awarding Institution
    • Aston University

    Keywords

    • careers
    • experience
    • future
    • learning
    • management development

    Cite this

    '