Managerial learning is intensifying due largely to demanding markets and the challenge of managing changing human resource dynamics. Management development has thus become an imperative in every sector of economies; organisations are now looking for employees who in addition to skills do have the know-how that will drive and steer all managerial processes. It is not surprising that managerial development is linked to outcomes in practice to enhance its competitiveness. The link between a manager’s strategic awareness and an organisation or business positioning, strategic awareness
and perceived effectiveness of its activities is central to this whole debate on managerial development. In other words, the quality and characteristics of any managerial training must be established.
Managerial training should be an important organisational process that helps the whole organisation meet its future competitiveness. Once this linkage is firmly established, in addition to other factors that may be an impediment, we expect benefits to follow as a result. Similarly, the tendency to overlook thi important relationship can lead to negative benefit to the organisation or business. It is believed that organisations or practice managers and professionals who have invested in developing themselves would testify to how beneficial or helpful it has been, either to themselves or to their organisation. The above thinking is not tied to any particular context but one that has over the years proven to have strategic linkages in empirical research. In organisations that management development plan exists, it is important to strengthen its strategic awareness across the institution beyond its mere conception. Given the level of expectation in performance, reaction, learning, behaviour and results, the whole idea of managerial development becomes even more astonishing. The ability of managers or supervisors, to say the least, who may have forms of managerial responsibilities such as ability to analyse business environment, plan and implement strategies or change processes, are expected to execute these functions in a balanced and succinct way. Achieving these goals may be an uphill task but possible if only our individual decisions to develop and impact meaningfully on our respective businesses. This calls for active involvement and investment in developing ourselves in the best possible way.