Organizations are increasingly investing in training programs for building managerial skills, with a special focus on employees considered "talents" who must be prepared to cover strategic roles within the organization. One of the main goals of such programs is to develop participants' learning in order to tap their potential in a short…

Training for 561 executives in the use of information and communications technologies was based on a model, the Executive Learning Ladder. Results indicated that sense making was accelerated when conducted in peer groups before being extended to less-experienced managers. Learning preference differences played a role. (Contains 38 references.) (SK)

Reliability and validity of scores from management seminars using a multirater feedback system were tested. Ratings of participants affected interrater reliability negatively, suggesting that formative and summative stages be held separately. (SK)

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,…

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…