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Exploring the relationship between the use of evaluation in business process re‐engineering and organisational learning and innovation
Vakola, Maria - In: Journal of Management Development 19 (2000) 10, pp. 812-835
Explores the role of evaluation in a business process re‐engineering initiative and its relationship with … organisational learning and innovation. The paper presents the evaluation of the implementation of a business process re … effectiveness and user acceptability. Discusses the evaluation results of the implementation of business process re …
Persistent link: https://www.econbiz.de/10014882159
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A value‐creating model for effective policy services
Behm, Allan; Bennington, Lynne; Cummane, James - In: Journal of Management Development 19 (2000) 3, pp. 162-178
Policy services have generally escaped performance evaluation techniques. Traditionally, the evaluation of the quality … potentially provides guidance for the development and evaluation of policy services and should lead to greater customer …
Persistent link: https://www.econbiz.de/10014882131
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Seven key issues for management development
Paauwe, Jaap; Williams, Roger - In: Journal of Management Development 20 (2001) 2, pp. 90-105
, considers the evaluation of development programs where learning becomes a two‐way process.  …
Persistent link: https://www.econbiz.de/10014882166
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A typology of management development
Jansen, Paul; van der Velde, Mandy; Mul, Wim - In: Journal of Management Development 20 (2001) 2, pp. 106-120
systematic evaluation of MD practices, should receive more attention. The article compares the results with those of earlier …
Persistent link: https://www.econbiz.de/10014882167
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Expatriate development: the use of 360‐degree feedback
Luthans, Kyle W.; Farner, Steve - In: Journal of Management Development 21 (2002) 10, pp. 780-793
This article first reviews the status of expatriate training and the need to evaluate the transfer of this training to expatriate managers on‐the‐job in a foreign culture. A multisource or 360‐degree feedback system is proposed as both a way to evaluate expatriate cultural training at the...
Persistent link: https://www.econbiz.de/10014882244
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Evaluating outdoor experiential training for leadership and team building
Williams, Scott D.; Graham, T. Scott; Baker, Bud - In: Journal of Management Development 22 (2003) 1, pp. 45-59
Advocates of outdoor experiential training (OET) fervently believe in its efficacy, but often have difficulty mustering “hard data” on the business results attributable to OET. OET adherents tend to rely on testimonials of how it promotes leadership and team development. Return on investment...
Persistent link: https://www.econbiz.de/10014882249
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Management Development Evaluation and Effectiveness
Smith, Alison - In: Journal of Management Development 12 (1993) 1, pp. 20-32
Suggests that management development evaluation is fraught with problems as the relationship between cause and effect … variables. Describes the difficulties of designing an evaluation along traditional lines and suggests an innovative methodology … the strengths and limitations of the product, both as an evaluation instrument and as an aid to management effectiveness.  …
Persistent link: https://www.econbiz.de/10014883055
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Uses and Criticisms of Total Quality Management
Lee, Yoon R.; Lazarus, Harold - In: Journal of Management Development 12 (1993) 7, pp. 5-10
Describes how quality programmes have evolved and discusses uses and criticisms of total quality management (TQM). TQM techniques offer advantages in addition to satisfying customers and helping them to succeed. Constant improvement can turn bureau pathological firms around. TQM brings...
Persistent link: https://www.econbiz.de/10014883089
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Evaluation of Management Development: A Case Study
Currie, Graeme - In: Journal of Management Development 13 (1994) 3, pp. 22-26
evaluation strategy, the rationale for this, and problems associated with such a strategy, following a team‐building programme of …
Persistent link: https://www.econbiz.de/10014883114
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Relative Values: Qualification Programmes or Non‐assessed Development?
Simpson, Peter; Grisoni, Louise; Cox, Rodney - In: Journal of Management Development 13 (1994) 5, pp. 14-24
Explores the differences between two categories of in‐company management development programme: those that offer participants a nationally recognized qualification and those that are not assessed. The argument is made that certificating a programme will lead to different forms of experience...
Persistent link: https://www.econbiz.de/10014883125