'. We theorize that MTD activities serve as a mechanism for the production of corporate culture; at the same time, the transmission of culture is itself an MTD mechanism. The organization thus comes to be constituted and reproduced through the managers' conscious efforts to realize cultural and personal developmental outcomes. The formulation of this model is located firmly within the organizational strategies and specific policies to train IP managers into competent, high achievers. This is examined more fully in the sections below. The following section characterizes the MTD culture dialectic at IP.Management Training and Development at IPThis description of MTD was generated from documentary materials and discussions with IP managers, in particular those who were involved in MTD planning and design (i.e. the British training and assistant training managers, the British remuneration manager and the Belgian training manager -- the key informants). MTD at IP is described as: 'The process by which managers are prepared by selection and experience to meet the present and future needs of the concern and its constituent parts: companies, departments, management groups.' (Source: Official Training Policy documents)It includes courses at the company's prestigious training institute (IPI) and international assignments involving the systematic rotation of managers around the world, for 2-4 years at a time. International assignments are based on an evaluation of managers slated for senior level positions. Managers aspiring to the top echelons must expect to take 2-3 international assignments in their career, and a series of recommended courses. The training programmes resemble a mini-MBA, with staff drawn from top American and European business schools. There are four categories of courses: focused 'workshops' on specific topics like new accounting regulations, quality standards, etc; 'awareness' courses on new disciplines (e.g. introducing comm...
