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.
|Number of pages||12|
|Journal||Journal of Management Development|
|Publication status||Published - 1999|