Mid-Career Development: Research perspectives on a developmental community for senior administratorsRobert N. Rapoport Routledge, 2013 M07 4 - 312 pages Tavistock Press was established as a co-operative venture between the Tavistock Institute and Routledge & Kegan Paul (RKP) in the 1950s to produce a series of major contributions across the social sciences. This volume is part of a 2001 reissue of a selection of those important works which have since gone out of print, or are difficult to locate. Published by Routledge, 112 volumes in total are being brought together under the name The International Behavioural and Social Sciences Library: Classics from the Tavistock Press. Reproduced here in facsimile, this volume was originally published in 1970 and is available individually. The collection is also available in a number of themed mini-sets of between 5 and 13 volumes, or as a complete collection. |
Contents
| 3 | |
a Historical View | 16 |
its Curriculum | 38 |
Nominators | 69 |
Retrospective Accounts | 90 |
Members 19601966 | 110 |
Types of Managerial Development Pattern | 133 |
The Metamorphic Development Pattern | 161 |
The Tangential Development Pattern | 188 |
Adapting a Developmental | 205 |
the Manager the Enter | 230 |
APPENDICES | 248 |
A Note on the McQuitty Hierarchical Linkage Analysis | 263 |
| 271 | |
| 280 | |
The Incremental Development Pattern | 173 |
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Mid-Career Development: Research Perspectives on a Developmental Community ... Robert N. Rapoport No preview available - 2014 |
Common terms and phrases
activities administration areas attitudes Bankers career cent Civil cluster College considered contribution correlation course creative deal decisions described direct discussion early effective elements emphasis enterprise environment example expected experience factor feel felt firm formal function future give given Henley higher human ideas important increase indicated individual Industry institutions interest involved issues Item kind knowledge learning less managerial managers ment method move nominated opportunity organization overall particularly pattern position present Private Sector problems programme Public reason relation relatively relevant responsibility role scores Sector senior sense situation skills social sort staff structure success suggested syndicate TABLE teaching technical tend things tion understanding values variables wanted