Abstract
Explores issues arising from an evaluation of a qualification based management development programme run in partnership between Bristol Business School and Chep UK Ltd. Finds the outcomes of the research were important in three ways. First, in providing a greater understanding of stakeholder perceptions of the programme, facilitating modification and improvement. Second, in highlighting the differences between the three major groups of stakeholders within Chep: participants, line managers and board members. Finally, in demonstrating the importance of locating management development initiatives within a clearly developed strategy for organizational change and development. The research was completed in 1993 prior to a major change in the senior management of Chep across Europe and the publication of a strategic plan up to 1998. The views expressed are those of the authors and are not necessarily shared by others.
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