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close this bookManagement Self-Development - A Guide for Managers, Organisations and Institutions (ILO, 1985, 282 p.)
close this folderChapter 10. What can institutions do to encourage self-development?
View the document(introduction...)
View the document10.1 The institution's philosophy and policy
View the document10.2 Teaching and training activities
View the document10.3 Research and advice
View the document10.4 Developmental materials and physical resources
View the document10.5 Suggestions for further reading

10.1 The institution's philosophy and policy

First of all, it is useful to look at the relationship of self-development to your institution's management development philosophy, and to your objectives. Is the concept of self-development, as described in this book, in accordance with what you are trying to achieve? Can the practical impact of your programmes be increased if you start promoting the idea of self-development? Can you include specific self-development improvements in your programmes? Will your staff agree to this and will they follow you in your effort to enhance the "self-development dimension" of your activities?

These and similar questions have to be asked. For example, some teachers and trainers may feel that a management institution has nothing to do with manager self-development and that increased emphasis on self-development would be self-defeating, since it would reduce the demand for the institution's services. It may be useful to have a discussion with your professional staff on what self-development really means, how it can be harmonised with other activities of your institution, and how it can enhance the effects obtained through training seminars, consulting assignments, action research, action learning and other intervention methods used by your institution.

At some point you may find it useful to define your attitude to self-development, and the roles your institution wants to play in it, as a policy. Of course, such policy declaration would remain on paper if you did not help your staff in applying it in their particular activities.

Also, you can regard self-development not merely as something that is good for your clients - individual managers and management teams in organisations. Your own staff can benefit a great deal from it! In general, self-development can be of considerable help in improving the training of management teachers, trainers, consultants and researchers. Also, members of your staff will find it easier to encourage and support management self-development if they practise it themselves.