Management development

百度与此同时，由人民日报出版社出版、何伟社长担任主编的《破晓中国汽车品牌向上实录（2017）》新书发布隆重揭幕，《破晓》在收录中国品牌巡礼系列报道的精华内容基础上，同时集纳了行业专家的专论文章，对中国汽车企业以及中国乘用车企业的成长路径进行了全面展示，对企业面临的发展难题和瓶颈进行了深刻剖析，就行业未来趋势和前景提出了预判和建议，以此助力汽车产业健康发展和持续向上。

Management development is the process by which managers learn and improve their management skills.^[1]

Background

In organisational development, management effectiveness is recognized as a determinant of organisational success. Therefore, investment in management development can have a direct economic benefit to the organisation. In 2004, the money spent per year per manager on management and leadership development was ￡1,035, an average of 6.3 days per manager.^[2]

Approaches to management development

Purpose of management development

Managers are an integral part of the decision-making processes of organizations.^[4] Therefore, management development is a crucial factor in improving their performance. A management development program may help reduce employee turnover, improve employee satisfaction, better able a company to track manager performance,^[5] improve managers' people management skills, improve management productivity and morale, and prepare managers for technological change.^[6]

Action learning

In the 1940s, Professor Reginald Revans coined the term action learning to describe an educational model whereby the managers study their own actions and experiences in order to improve performance. Action-learning based management development model can be seen today in many leadership and organization development initiatives. ^[7]. Many management qualifications now have an action learning element. Action learning asserts that individuals learn best from hands-on experience.

Coaching

Coaching is a teaching, training or development process in which an individual is supported while achieving a specific personal or professional result or goal. Coaching is an effective learning tool that affects the bottom line and productivity, as well as intangible benefits. It aids in the improvement of individual performance, tackles underperformance, and aids in the identification of personal learning needs.

Management education

One of the biggest growth areas in UK education since the early 1980s has been the growth of university-level management education.^{[citation needed]} In addition to weekly part-time attendance at college/university, many students employ distance learning. The number of UK business schools grew from two in the early 1970s, to over one hundred providers.

Selection on the basis of psychological traits

A study of oil-industry middle-management in Iran suggests advantages in selecting middle managers on the basis of self-reliance, self-efficiency, building trust, and legal attitude.^[8]