Implementing a management development programme
A Britannic Assurance case study

Page 1: Introduction

'We must become a knowledge-based economy.' The UK government has set this target for the UK, with a view to improving the international competitiveness of the UK economy. This approach recognises that: other countries’ products are becoming increasingly sophisticated international trade in services is set to grow modern products need a well-educated, well-informed workforce to...
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Page 2: Management forum

Management Forum was aligned to the Certificate in Management, a nationally recognised management qualification. It was designed to: help managers to understand and to develop the core skills needed to survive in a modern business enable managers to think about some of the additional matters on which they should be focusing as part of their own development provide an opportunity for managers to...
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Page 3: Experiential learning

Management Forum was not just about training. It was also about creating a continuous process of personal development. It aimed to create a pool of people within the Britannic organisation who would be: flexible capable of understanding and applying management theory within their work roles able to undertake different management positions across the company. A key aspect of this process was that...
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Page 4: Cultural change

Organisations are as unique as nations and societies. The culture of an organisation is influenced by many different factors such as its history, ownership, size, use of technology, the business environment in which it operates and the people it employs. Cultures develop and change over time. Clues to an organisation’s culture come from: the ways in which decisions are made the rules and...
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Page 5: Maslow’s hierarchy of needs

Management Forum provided a theoretical basis to help managers within Britannic Assurance to develop their understanding of their own motives as well as those of the people they managed. They learned that some people strive for achievement, status and power, while others are more concerned with financial benefits. It is important, therefore, for managers to understand the motives of each...
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Page 6: Conclusion

The term ‘learning organisation’ has been applied to organisations that regularly look at how they operate and consider how they can best adapt and change. These organisations are ‘in touch’ with themselves and the environment in which they operate. They recognise that the need to learn and adapt is an ongoing process. To support the management development process...
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