The Future Development of Managers in the Dunlop Organisation.

Abstract

This research examines how a large multinational manufacturing company can provide its managers with the abilities that will be needed in senior positions some time in the future. A study of forecasts yields the conclusion that such managers will have to cope with novel, complex problems, and will need to be able to learn continuously from their experience. Use was made of an experiential model of learning, which postulates relationships between types of environment encountered and types of learning ability developed. A comprehensive questionnaire survey was conducted, based on the model, and dealing with various aspects of managers' total careers, and the knowledge and skills managers thought they had gained, stage by stage. The data suggest some important deficiencies in the model. Particular career experiences did not, in themselves, foster an ability to learn. An appropriate interpretation of the experiences was also required. It is proposed that realistic self-confidence, or expectation of self-efficacy, is an important factor in interpreting career experiences, and in developing learning ability. It is concluded that the research can make a contribution to career development, and the revised model of learning which is proposed forms the basis of recommendations for the development of the Company's future senior managers.