Managing Development Programs

The complexities facing development managers are vast. The enormous challenges to understanding the breadth and depth of development transformation are apparent in each level of this process and demand attention. Managing Development answers the need for a comprehensive introductory resource. Offering a fresh perspective on development management, it analyzes both international and national development agencies and shows the widely differing cultural contexts in which to plan, manage and evaluate development programmes.

Open your eyes to a different way of looking at things. MDP is a process that takes managers from where they are to where they dream to be. It begins by looking at what is going on the inside, in the mind, and then progresses to setting out a winning thought strategy. From there it takes you on a journey through some of the most important aspects of daily management issues. It's designed to make you think, cause you to take some decisions, and encourages you to experiment with practices that have succeeded in some of the world's best hospitality institutions. Take the journey, enjoy the ride, become a changed manager.

First Published in 2003. Routledge is an imprint of Taylor & Francis, an informa company.

Leadership and Management Development programs have helped companies of every size become high-performing organizations. This practical guide sets out a blueprint for establishing, administering, and evaluating a planned in-house Management Development program and is geared to addressing the training, education, and development needs of supervisors, managers, executives, and others who exert leadership in organizational settings. It reviews important topics such as how to make a case for an in-house program, defining the program, setting policy, establishing goals and objectives, assessing needs, recruiting someone to oversee the program, and evaluating results. The material is based on surveys of Management Development professionals, key literature in the area, and first hand experience. In this how-to-do-it start-up guide, Rothwell and Kazanas provide important background on leadership and management development programs, defining the parameters of a typical organizational program. They review such important topics as the planning and design of a program, formal, informal, and special leadership and management development methods, and evaluation of organizational efforts. Human resource development specialists and human resources managers, workplace learning and performance practitioners, CEOs, CIOs and supervisors will find this guide comprehensive and valuable.

Managing projects in HR, Training and Development is an essential handbook for both operational staff and senior human resource managers and covers all aspects of project management. The book examines how to carry out an effective project intended to make an improvement in a context where human resources, training and development are central concerns. This includes workplaces, universities, colleges, training and development organizations. The book introduces a framework of techniques and processes that provide practical tools and approaches and there are numerous examples that demonstrate how these tools can be used and applied to achieve change and improvement. Each chapter discusses an aspect of project management and includes examples drawn from human resource, training and development settings. Techniques are introduced and applied to examples and there are 'pauses for thought' to encourage the reader to think ideas through. The book also puts an emphasis on structured learning from experience and critical reflection. This practical and thoughtful approach provides an ideal guide for anyone who takes responsibility for leading, managing, supervising or contributing to a project in this area of work.

This thoroughly updated edition of the bestselling original is short on theory and long on practical, hands-on advice. Packed with realistic scenarios and case studies, this book shows readers how to avoid most of the problems encountered in the software development process.

As developing countries and donor agencies have become increasingly concerned with the sustainability of development efforts, their attention has moved away from a strictly project focus toward long-term programmes that are integrated into national organizations and serve ongoing national objectives. It is recognized, as well, that the task of managing development programmes, as opposed to projects, differs in significant ways. Derick Brinkerhoff examines that task from the perspective of the developing country programme manager.