Models for developing managers

A key requirement for a top manager—whether from a scientific/technical background or from a commercial/administrative background—is the ability to appreciate and integrate the contributions that can be made by all the disciplines and viewpoints around the boardroom table.
It is no more difficult for a scientist to appreciate the perspectives of, say, production or marketing people than it is for them to appreciate those of the scientist. A great deal of general management development theory and practice is therefore equally applicable to the needs of those entering the domain of management from technical and scientific disciplines as it is to those arriving from the commercial, industrial and financial spheres.
The purpose of this paper is to outline a set of theoretical sources which have been found to assist managers and technical personnel to address cross-cultural issues within and between organisations.