Abstract
Changes in the organisational environment of the platation industry are forcing companies to change. Some are rethinking their mangament strategies. This requires a recognition of (a) the paramount importance of the management resource, (b) the changes in the manager's job and job contect, and (c) the need for manager's competenecies to be developed to meet these changing needs. The main trends in the organisational context of the plantation industry, the nature of the maager's job and the competencies required are presented. A case study is presnted describing the process of instigating a mangament development programme in a large plantation company and highlighting the key elements in the sucess of the venture. Finally, the trends in management development are presented to ghilight changes in the philosophy and techniques that are occurring and that companies should expect when evolving their own management development strategies.Changes in the organisational environment of the platation industry are forcing companies to change. Some are rethinking their mangament strategies. This requires a recognition of (a) the paramount importance of the management resource, (b) the changes in the manager's job and job contect, and (c) the need for manager's competenecies to be developed to meet these changing needs. The main trends in the organisational context of the plantation industry, the nature of the maager's job and the competencies required are presented. A case study is presnted describing the process of instigating a mangament development programme in a large plantation company and highlighting the key elements in the sucess of the venture. Finally, the trends in management development are presented to ghilight changes in the philosophy and techniques that are occurring and that companies should expect when evolving their own management development strategies.