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Incorporating competence into the long‐term evaluation of training and development

Rowe, Christopher - In: Industrial and Commercial Training 27 (1995) 2, pp. 3-9

long‐term evaluation of training and development. Focuses on defining what criteria are used for assessing competence; how …

Persistent link: https://www.econbiz.de/10014755825

Evaluating management training and development: revisiting the basic issues

Rowe, Christopher - In: Industrial and Commercial Training 28 (1996) 4, pp. 17-23

Stresses the need for evaluation of management training and development. Distinguishes between single‐loop learning … management rarely partake of training and development? Why do managers want to learn new things by talking about old things …? Should training and development critically consider organizational strategy? Why are programmes rarely evaluated? Such …

Persistent link: https://www.econbiz.de/10014755869

Operation Turnaround ‐ executive initiative improves company performance through integrated training

Pickett, Les - In: Industrial and Commercial Training 30 (1998) 5, pp. 157-164

Describes a programme designed to overhaul training and development activities, instigated by an informal review of …. Concludes that effective training and development spans all levels of employees, and should be needs based. …

Persistent link: https://www.econbiz.de/10014755933

Management training and development at Aeroquip‐Vickers, Inc.: a process model part 1

LaHote, David; Simonetti, Jack L.; Longenecker, Clinton O. - In: Industrial and Commercial Training 31 (1999) 4, pp. 132-137

Aims to provide an in‐depth discussion of how a Fortune 500 manufacturing organization refocussed its management development practices using a systems approach. A description of how the organization conducted a needs assessment, developed a system for management education and recreated its...

Persistent link: https://www.econbiz.de/10014755964

Management training and development at Aeroquip‐Vickers, Inc.: a process model – part 2

LaHote, David; Simonetti, Jack L.; Longenecker, Clinton O. - In: Industrial and Commercial Training 31 (1999) 6, pp. 213-219

programs need to recognise this by incorporating challenging assignments and opportunities as well as training and education. …

Persistent link: https://www.econbiz.de/10014755973

Supporting Self‐Help in Management Development

Robinson, Graham - In: Industrial and Commercial Training 16 (1984) 1, pp. 10-16

The use of self‐development activities as alternatives to traditional course‐based training and management development …

Persistent link: https://www.econbiz.de/10014756926

Managing People First — Bringing the Service Concept to British Airways

Bruce, Mike - In: Industrial and Commercial Training 19 (1987) 2, pp. 21-26

Improved customer service was pinpointed as the means to improve British Airways' commercial performance. Research studies on staff attitudes were followed by a staff development programme, and a management development programme that reflected the transformation in organisation culture...

Persistent link: https://www.econbiz.de/10014757019

Use and Abuse of Assertion Training for Management Development

Bennett, Roger - In: Industrial and Commercial Training 19 (1987) 5, pp. 13-15

Good and bad justifications for Assertion Training are examined, and it is emphasised that it is crucial trainees are … selected by need, not status. AT must be treated as complementary to other training activities. The relationship of …

Persistent link: https://www.econbiz.de/10014757036

ACTION LEARNING: IN SEARCH OF P

Sutton, David - In: Industrial and Commercial Training 22 (1990) 1

already formulated, digested and presented for consumption in programmes of teaching and training). Because P is the …

Persistent link: https://www.econbiz.de/10014757110

THE INDIVIDUAL AND LEARNING OPPORTUNITIES

Mumford, Alan - In: Industrial and Commercial Training 22 (1990) 1

It is argued that management development has been too concerned with inputs instead of outputs. The author′s research on learning styles is described and his most recent work on how managers learn from work experience is discussed. This is shown to be driven by four approaches – intuitive,...

Persistent link: https://www.econbiz.de/10014757111