ABSTRACT
This chapter focuses on one aspect of training — management development. Traditionally, management development programmes have taken participants away from work to learn from management experts. Four fundamental changes are suggested that would serve to make management development programmes more congruent with organizational learning. They are: situating learning in real work, defining a less central role for experts, spaced rather than compressed time frames and learning in community rather than individually. The reversal is significant in that it echoes the new way organizations are attempting to deal with their problems. Organizational learning requires individuals to think for themselves and to use their own reasoning in the service of the organization. Each participant in the University Executive programme has a high-level sponsor in his or her home organization that has identified a project the participant is to work on during the programme.
