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Views such as those expressed by Dispenza (1996) and Höpfl and Dawes (1995) illustrate the careful way in which seemingly well understood terms, when scrutinized, turn out to be contradictory. The world of management is a constantly changing environment, not just in terms of the greater opportunities brought about through changes in technology but also in terms of the way in which people work together. Increasingly there is an emphasis away from motivating and controlling staff in a mechanistic way to where responsibility is being divested more widely in the organization.

The implications for MTD are that the approach taken needs to reflect the paradigm on which it is based. It should be able to reflect the changing culture of modern management and if necessary facilitate the change. The difficulty is not only that there are differing perspectives about the purpose of MTD but also a change in the beliefs that underpin the way an organization is managed. To complicate the matter further, these changes vary from industry to industry, culture to culture and from one country to another.