Organisations invest heavily in leadership training with the hope that managers will become better leaders. However, the success of these investments depends on the extent to which managers apply the knowledge, skills, and abilities (KSA) they have acquired during their training to their job. Without this transfer, leadership training is…

This paper explores the emergence of Machiavellian behaviour in a community of practice (CoP). The CoP was initiated by the top management team (TMT) as a management development initiative. Participants in a manufacturing setting were encouraged to engage in a series of problem-solving tasks with counterparts from across the organization in a…

Contemporary management thinking embraces the organizational training theory that sustainable success rests, to a great extent, upon a systematic evaluation of training interventions. However, the evidence indicates that few organizations take adequate steps to assess and analyse the quality and outcomes of their training. The authors seek to…

In recognition of its increasing importance, many organizations make periodic assessments of their training and development activity. The objective of the present study was to extend the concept of capacity building to the assessment of training and development activity in an automobile component manufacturing organization, using a developed and…

Survey data from 551 small businesses and interviews with 12 small businesses, 6 Training and Enterprise Councils, and 29 management training providers in Britain showed that provision of management National Vocational Qualifications to small businesses is too resource intensive, time consuming, and possibly inappropriate. Benefits accrue…

Line managers in empowering (n=58) and nonempowering (n=37) British companies were compared. Although "empowered" managers felt better equipped to supervise, they appeared undertrained and unmotivated to develop staff. "Empowerment" was often indistinguishable from work intensification. (SK)

MBA programmes frequently form part of managers' training and development activities. However, such programmes have been subject to intensifying criticism, with critics arguing that MBAs do little to enhance management practice. Against this background, the paper presents an exploratory study of UK MBA graduates, which sought to identify the ways…

Discusses experts' views on changes in managerial careers and management development; evidence of organizational changes that support the rhetoric about changes; and implications for management education. Concludes that rhetoric outstrips reality; however, there is evidence of changes in organizational forms and career resilience and boundaryless…

Interviews in five Dutch printing/communications firms, survey responses from 462 of 1069 managers, and a DACUM (Developing a Curriculum) process identified technical changes, skill needs, and management tasks in the industry. A new structure was developed for training managers in these roles: producer, innovator, motivator, administrator,…

The policy priority of management development in the past 20 years appears to have been overshadowed since the new millennium by the goal of widening participation in learning of low-skilled and excluded groups. This change of emphasis could potentially be damaging if efforts to increase management participation in learning are relaxed, because…

Corporate culture is a complex phenomenon in foreign companies located in the People's Republic of China. For the management team of an international enterprise, it is a challenging task to manage cultural differences. Education and training provided to local managers might be one of the important solutions. Therefore, this study explores the…

Transfer of learning from management development programmes has been described as the effective and continuing application back at work of the knowledge and skills gained on those programmes. It is a very important issue for organizations today, given the large amounts of investment in these programmes and the small amounts of that investment that…