ERIC ED420803: Re-designing Management Development in the New Europe, 1998. Report of the Torino Group.

166 Pages·1997·2.1 MB·English

by  ERIC

DOCUMENT RESUME
ED 420 803
CE 076 806
Re-designing Management Development in the New Europe, 1998.
TITLE
Report of the Torino Group.
INSTITUTION
European Training Foundation, Turin (Italy).
ISBN-92-9157-068-0
ISBN
PUB DATE
1997-00-00
NOTE
165p.
AVAILABLE FROM
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Research (143)
Reports
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DESCRIPTORS
Adult Learning; *Business Administration Education; Business
Education; *Change Strategies; Continuing Education;
Delivery Systems; Economic Change; Educational Change;
Educational Cooperation; Educational Improvement;
Educational Needs; Educ tional Opportunities; *Educational
uality; Educational Technology;
Practices; Educational
*Educational Trends; Fol dgn Countries; Information
Networks; Interdisciplit xy Approach; Learning Processes;
ement Development; Needs
Lifelong Learning; *Man,
Assessment; Partnerships in Education; Program Development;
Program Evaluation; Schoc. Business Relationship; Social
Change; Teaching Methods; Total Quality Management; Training
Methods; Trend Analysis
IDENTIFIERS
*Europe
ABSTRACT
This book, which was written by the Torino Group, a team of
authors representing the views and experiences of users and providers of
management development services in Europe, describes current management
development practices across Europe and examines key issues in redesigning
management development services. The following topics are discussed in the
book's eight chapters: history and current state of the management
development sector and recent economic and social trends affecting it;
current learning concepts and techniques and the rationale for helping
managers learn rather than teaching them; management development in European
companies; changing roles of business schools and other external providers of
management development services; state of the art information, communication,
and other technologies that are likely to enhance learning, and recent
innovations in management education; recent developments in partnerships,
networking, cooperation, and learning across various boundaries; why
management development must add value to client organizations, and how that
value can be measured and enhanced; and ways various stakeholders can promote
management development, improve its quality, and enhance its practical
impact. Twenty-three tables/figures are included. Appended are a list of 32
recommended readings and a summary of major trends and issues in European
management development.
(MN)
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Re-designing Management
Development in the
New Europe
U.S. DEPARTMENT Of EDUCATION
Educational Research and Improvement
Dec
ED CATIONAL RESOURCES INFORMATION
CENTER (ERIC)
This document has been reproduced as
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Report of the Torino Group
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1
European Training Foundation
European Training Foundation
Villa Gualino, Via le Settimio Severo, 65, 1-10133 Torino
Tel: [phone]/Fax: [phone]/ email: [email protected]
Web: http://www.etfeu.int
The European Training Foundation is an agency of the European Union
which works in the field of vocational education and training in Central
and Eastern Europe, the New Independent States and Mongolia. The
Foundation also provides technical assistance to the European
Commission for the Tempus Programme.
3
Re-designing Management
Development in the
New Europe
1998
Report of the Torino Group
European Training Foundation
A great deal of additional information on the European Union is available
on
the
Internet.
It
through
can
the
be accessed
Europa
server
(http: / / europa.eu. int).
Cataloguing data can be found at the end of this publication
Luxembourg: Office for Official Publications of the European Communities,
1997
ISBN 92-9157-068-0
ECSC-EC-EAEC, Brussels
Luxembourg, 1997
Reproduction is authorised, except for commercial purposes, provided the
source is acknowledged.
Printed in Italy
'
5
Re-designing Management Development in the New Europe
Table of Contents
Foreword
7
Introduction
9
How the report was produced
10
For whom the report is intended
10
Remarks on terminology
11
How can this report be used
12
About the individual chapters
13
Follow-up
13
About the members of the Torino Group and their contributions
14
Chapter 1
Painting the Picture: Management Development in Perspective
17
Is management development relevant, or is it a contemporary artefact?
1.1
17
The impact of the North American model
1.2
19
The neuronal man
1.3
21
The conventional complexity: are we becoming "strange attractors"?
1.4
23
Break effects or brake defects: changes in the environment call for
1.5
changes in management development
24
Adaptation and integration to gain relevance
1.6
27
Summary and conclusions
1.7
27
Chapter 2
In Praise of Learning
31
What is learning?
2.1
31
What is teaching?
2.2
33
How do we learn?
2.3
34
What learning methods should we use?
2.4
37
What about technology?
2.5
40
What sort of faculty will we need?
2.6
42
What will the learning emphasise?
2.7
44
Re-designing Management Development in the New Europe
What does life-long learning imply?
46
2.8
Summary and conclusions
48
2.9
Responding to New Challenges in European Companies
Chapter 3
51
companies in transformation
Economies in transition
51
3.1
Beyond management fads
54
3.2
Results-focused management development (RFMD)
56
3.3
Changing roles in human resource development
62
3.4
Summary and conclusions
64
3.5
From Business Schools to Learning Centres
Chapter 4
65
Who are the providers?
66
4.1
What services are they providing?
67
4.2
The growing influence of stakeholders
68
4.3
Trends in the marketplace
70
4.4
Managing business school-client relationships
73
4.5
Changing learning methods
74
4.6
Profile of new learning centres
76
4.7
Some additional themes
79
4.8
Summary and conclusions: the way forward
80
4.9
Technology at the Service of Learning
83
Chapter 5
Reasons why institutions may choose information technology
84
5.1
Alternate paths to technology application
86
5.2
Some key educational applications
90
5.3
Alternate scenarios for a new business school
98
5.4
105
Key issues
5.5
Summary and conclusions: approaches to getting there
107
5.6
Partnerships and Mutual Learning across Boundaries
111
Chapter 6
Why do we need to cross boundaries?
111
6.1
Developing learning partnerships
113
6.2
Learning across disciplines
120
6.3
Learning from foreign investors and international companies
121
6.4
Networks as channels for co-operation and learning
125
6.5
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Re-designing Management Development in the New Europe
Co-operation: an integral part of institutional strategy
127
6.6
Summary and conclusions
129
6.7
Measuring and Enhancing the Value-Added
Chapter 7
131
What is value-added?
131
7.1
Can we measure value-added?
133
7.2
Some problems inherent in measuring ROI and value-added in
7.3
management development
137
Does total quality management offer any lessons?
139
7.4
The contribution of project-based management development
142
7.5
Some lessons for business schools and other providers
143
7.6
Summary and conclusions
145
7.7
Chapter 8
From Vision to Action
147
Knowing yourself
147
8.1
Developing and pursuing a vision
150
8.2
Aiming to be a learning organisation
151
8.3
Reshaping the external providers
152
8.4
Drawing benefits from networking
154
8.5
Pursuing quality
155
8.6
Mobilising public and societal support
156
8.7
Having the courage to innovate
159
8.8
Recommended Readings
Annex I
161
Call for Expression of Interest: Exchanging Experience with Innovations
Annex II
in Management Development
163
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Re-designing Management Development in the New Europe
Foreword
The European Training Foundation is an agency of the European Union and has been in operation
in Turin, Italy since January 1995.
The establishment of the Foundation should be seen as part of the implementation of the European
Union's overall Phare and Tacis Programmes, in that the development of human resources in the
partner countries is central to the reforms underway in the economic and social arena in order to
secure the transition to a market economy and to strengthen democracy.
The scope of the Foundation is "the training field, covering initial and continuing vocational
training as well as retraining for young people and adults, including in particular management
training".
The Foundation's programme of activities in the field of management training is targeted mainly
at:
helping the creation and development of business schools and management training centres;
assisting the development and networking of national and international associations of business
schools and management training centres;
improving the institutional quality of business schools by assessing their ability to cope with
strategic issues, identify areas of difficulty and strategies for development;
producing reports and studies on new trends and evolution in management development which
could be of direct help for organisations and individuals located in Central and Eastern Europe;
promoting the development of entrepreneurial skills through focused
demand driven training
,
actions in the Phare and Tacis regions;
designing and launching other technical assistance projects at national and multi-cultural levels
in the field of management development.
The Foundation has recently completed an Evaluation of activities in the field of management training
in the New Independent States, a project implemented at the request and on behalf of the Tacis Unit of
DGI of the European Commission. The final report of this project, as well as the present document
and other information about the activities f the European Training Foundation are available on our
web site http:/ / www.etf.eu.int.
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Re-designing Management Development in the New Europe.
Introduction
As Europeans, we are very much concerned about the current performance and future prospects of
social transformation.
our economies. Europe is undergoing deep political, economic and
Unprecedented challenges have been created by the global economy, trade liberalisation,
information and communication technologies, changing consumer requirements, growing
unemployment in many European countries, and other economic and social trends. Following the
collapse of the Communist regimes in the Central and Eastern European countries, we are now
facing the historic task of bridging the gap between these countries and the European West. The
first group of Central European countries is already under consideration for EU membership, but
this is only the beginning of a new phase of working towards European unity, co-operation,
integration and common prosperity.
Any review of Europe's readiness to seize these challenges and opportunities must inevitably
include a discussion and assessment of the quality of European managers. Already we.have seen a
long debate about the changing roles of managers and the challenges faced by management
development. Often, the education and development of European managers have been criticised
for low practical impact, shortage of vision, a self-centred approach, slow adaptation to new needs,
insufficient concern for social issues and other ills.
In Central and Eastern European countries after the fall of the Berlin Wall, management education
and development were quickly perceived as important tools for helping managers on their difficult
journey "from plan to market". However, the actual progress made in retraining existing
infrastructures for
managers, developing a new generation of managers and creating solid national
management education and. development has been relatively slow. Many critical words have been
uttered about the transfer and adaptation of Western European management know-how to Central
and Eastern Europe.
This report, initiated-and sponsored by the European Training Foundation, is a new contribution to
upgrading and strengthening management development in Europe. -Re-designing Management
Development in the New Europe endeavours to review the state of the art of European management
development, examine its current trends and problems, and suggest steps to improve its quality
and impact. It is a contribution designed to be practical and applicable in many European
countries.
To achieve this purpose, the Foundation gathered a team of authors (the Torino group) able to
reflect truly the views and experiences of both the users and providers of management
development services in Europe. The perspective taken here has been distinctly European,
embracing all parts and regions of Europe and stressing their common needs and problems. By
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