NVQs in management – Some pedagogic and marketing implications

Stephen Swailes, Paul Brown

Research output: Contribution to journalArticlepeer-review

4 Citations (Scopus)


This paper opens by reviewing the market for NVQs in management, their status in higher education and evidence for their effectiveness as vehicles for management development. The delivery and assessment of Management NVQs are then considered against a value-adding paradigm and it is proposed that Management NVQs focus on routine aspects of management and are, overall, relatively ineffective at adding value in organisations. Proposals for the redesign of the high level NVQ process that address this weakness and allow concentration on value adding activities are given.

Original languageEnglish
Pages (from-to)794-805
Number of pages12
JournalJournal of Management Development
Issue number9
Publication statusPublished - 1999
Externally publishedYes


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