Employees' perceptions of Management Development (MD) programs is the topic of this study. The purpose is to examine the influence of three important perceived characteristics of MD programs on relevant MD outcomes. The MD characteristics are: availability of role models, perceived control, and understanding the MD program. Outcomes are:…

A survey of 98 participants and 9 instructors in management training in a British government agency showed that trainees frequently sought information about their performance. Although feedback seeking was an important part of training, instructors tended to overestimate the frequency with which they provided feedback. (Contains 42 references.)…

Robinson and Stern describe the Management Training Program introduced by the U.S. Air Force in postwar Japan and its effect on Japanese industry. Roberts compares it with U.S. Training within Industries. Umetani comments that the discussion would have been more convincing had its relationship with other Japanese training programs been addressed.…

Compares differences in market approach, risk perception, and personnel selection between large companies and small firms with family of origin ties to other countries. Uses these differences to develop a substantially altered model for cross-cultural training in expatriate firms. (SK)

Osman-Gani's study surveyed 501 U.S., Germany, Japanese, Korean, and Singaporean managers working abroad, finding significant differences in views of types of training (pre- and postarrival, repatriation, language, cross-cultural) and appropriate delivery methods. Van Reine and Trompenaars' reaction article highlights how cultural background,…

A study of 67 Swedish expatriate bosses and 104 local Hong Kong middle managers tested a quantitative needs assessment technique measuring work values. Two-thirds of middle managers' work values were not correctly estimated by their bosses, especially instrumental values (pay, benefits, security, working hours and conditions), indicating a need…

This phenomenological study explores critical issues related to participation in human resource development (HRD) interventions. Specifically focusing on master of business administration (M.B.A.) training programs in China, we conducted in-depth individual interviews with twelve middle-level managers to understand their perceptions and experience…

Interviews with 256 Russian owners of companies created since 1986 found that owners involved peers, but not subordinates, in decision making; had fewer authoritarian and many situational leadership styles; women used more consultative decision making; work design and performance-management interventions used more often than training/development…