ABSTRACT
The reflections in this paper have arisen directly from a practical problem within a major multinational organisation. Until July 1986, the author was a senior manager in BAT Industries, responsible for management development programmes on an international basis. This paper is based on that experience. This has centred on the means by which information might be gathered to clarify and support various strategic decisions on manager education and development within the company. Specifically, two kinds of strategic issues were of concern - firstly, the actual effects of general management programmes on senior managers and, secondly, the changing future needs for general manager performance in our different businesses and the likely effects these changes would have on requirements for manager education. In order to determine the appropriate approach to data collection, it was necessary to step back and, as is shown in this paper, to reflect upon the basic choice which needed to be made. This choice was either to look towards an established survey approach as one solution or a more informal and less structured qualitative approach which would involve immersion in managers' working experience and problems. The balance of this paper therefore will address the particular features and benefits of one survey approach and, in conclusion, make some comparison with the alternative qualitative approach.
