Purpose - The purpose of this paper is to evaluate the management development (MD) programme in the Ghanaian mining industry. A legal requirement aimed at equipping national managers for eventual takeover of the management of industry from expatriates, the programme is analysed to ascertain the willingness to implement and the state of implementation by multinational companies operation in the industry. Design/methodology/approach - The study employs critical discourse analysis (CDA), a problemidentification and problem-solving analytical tool to identify any obstacles suppressing the implementation and possible ways past the obstacles. Data for analysis were collected from 26 national managers from industry who were interviewed to gather views and expectations on their development. Findings - Key findings include domination and hegemonic dynamics of expatriates through sustained power over the control of the MD process, CDA's emancipatory power succeeds in identifying unrealised possibilities for tackling the MD problem for a social change (development of national managers) in industry, and non-implementation of the MD programme contributed by expatriates, the government of Ghana, and senior national managers. Social implications - The programme has the potential of developing national managers for eventual takeover from expatriates, but requires implementing the law to the latter, including denying foreign subsidiaries mining lease if they fail to provide the adhere to localisation plans. Originality/value - The paper extends literature on management of Western multinational subsidiaries in developing countries, revealing power and control over human resource practices, and MD in their foreign subsidiaries. It also contributes to literature on suppression of indigenous employees by other indigenous employees (the "colonised elites"), contrary to what is expected from indigenous people towards the development of their colleagues.