This reason, these training sessions provide learning, which is presented in the context of an organizational workplace, administered at the appropriate time, and sized in small and effective doses, which are easy to comprehend. However, these programs have also failed to produce desired results of significant magnitude, which is why the true effectiveness of management development is still in question.The operations of a business being international in the new global economy (ILO, 1998, pp. 10-28), further complicate the management and technique required for survival far beyond how they would be for a domestic firm. Research (Hill, 2007, pp. 28-51) shows how the strategy of the organization (what to do) is receiving more attention on an international scale than its own implementation (how to do it) or the training of international managers (the people who will do it). The shortage of qualified and capable international managers is a large reason why these companies cannot successfully practice such international strategies, even though the quantity of available research (Rothwell, 2006, pp. 66-79) on the IHRM policies that MNEs practice is insufficient to support this fact. This research is especially limited regarding international markets other than those of the west and their IHRM practices, thus constraining the validity of this discussion.One major criticism that the existing research (Garavan et al, 1999, pp. 191-207) on management development observes is that the core problems that affect the implementation of management have not received sufficient attention. This pertains especially to the academic perspective about management, which tends to restrict its scope particularly in the UK. This does not allow for room to development and analysis of these theories and practices to a full extent. Thus, experts (Cullen & Turnbull, 2005, pp. 335-355) believe that several factors should be explored further, such as the relevance of culture, the importance of managers, and the need for development, each of which has growing and interrelated significance in the new global economy. They now consider management development to be a concept, which hinges on the internal and external influencing factors.Experts (Lees, 1992, pp. 89-105) perceive MD to be an open system, which caters to several complex concepts such as the various needs of different managers, or the several complications that accompany management roles. In addition, since its operations
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