ACTION LEARNING — A MANAGEMENT DEVELOPMENT PROGRAMME

In responding to the Editor's invitation to offer a précis to this new magazine, I felt it best to play for safety and be less adventurous than some other subscribers. I thus decided to keep to a subject, not only about which I could write something, but about which I also had some practical experiences. Since personnel management is but one aspect of management in its widest context, and management education is passing through a period of some difficulty — as do from time to time all subjects of real importance — I have chosen the behavioural implications of a particular management programme as the subject of my contribution.