This article aims to describe work carried out by the Management Charter Initiative. It suggests that much of the argument about the rightness or wrongness of a competence‐based approach to management development has generated more heat than light. One of the major difficulties is that the word ‘competence’ is used by different authors to mean different things. However, these alternative approaches seem to be mutually compatible rather than competing. The discussion goes on to comment briefly on some of the implications for assessment and development methods.
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