This report presents the results of a demonstration of the cost effectiveness of supervisory and management development training, and it outlines a model that will permit practitioners to conduct a definitive analysis of the financial value of training. The purpose of the study was to predict potential Return on Investment (ROI) and measure the…

This examination of the organizational development model of change as it applies to management development within a complex organization of higher education includes some practical results from applying this model and insights into how to manage a public or private organization. (MBR)

Describes the Academic Leadership Development Program at Texas Tech University, which incorporates personal and organizational aspects of development into a series of training workshops for college administrators. (JJD)

This sixth in a series of articles describing IBM's Opportunity Management Program addresses the approach and methods used to accomplish a summative evaluation. Four levels of validation of performance and business results are discussed, and nontraditional methods of evaluation are recommended, including the use of data gathered by IBM in levels…

Describes two reinforcement techniques designed to ensure transfer of learning from management training courses to the workplace: (1) participant journal writing to capture management insights occurring during training and (2) support groups providing encouragement, feedback, and accountability. Results of an evaluation of the techniques'…

Explains a procedure to avoid the detrimental biases of conventional self-reports of training outcomes. The evaluation format provided is a method for using statistical procedures to increase the accuracy of self-reports by overcoming response-shift-bias. (Author/MER)

The most successful TQM (Total Quality Management) training programs include a set of "paradigm-shifting" experiences to encourage self-assessment by managers. Their retraining and altered perceptions result in an empowered workforce and long-term, significant improvement in the effectiveness and success of their organization. (seven references)…

Discusses reasons for the lack of effectiveness of management development programs and suggests solutions for improvement. Topics discussed include analysis of good management skills; motivation theory; popular psychology models; self discovery tests; management fads; insufficient skills practice; conducting a needs analysis; and performance based…

Describes and evaluates the computerized training information system in use at New England Telephone Company. The system consists of a set of training records stored in four databases which can be used for summarizing and forecasting training course information. (JJD)

Provides an overview of purpose, procedures, and products for the manager of management training and development and for managers who wish to take responsibility for improving the cost-effectiveness of upgrading their own skills. Twelve references are listed. (Author/CHC)

Presents results of a study of 198 middle managers which was conducted to determine how age relates to competence as assessed by tests following instructional training, and identifies issues regarding test use in assessing employee competence. Results indicate there is a trend for older adults to obtain poorer test scores. (MBR)

Provides examples of senior management development courses that demonstrate ways in which technology is used to enhance management training; briefly discusses characteristics that distinguish the senior manager target population from other training populations; and describes computer hardware and software characteristics appropriate to training.…

This last in a series of articles describing IBM's Opportunity Management Program focuses on the transfer of training programs to different cultures. Problems with translating materials into other languages are discussed, helpful attitudes are suggested, continuity is considered, and an overview of all the articles in this series is provided.…

Describes power structure of corporations functioning under Theory W in which single leaders, in partnership with trusted followers, achieve corporate success. Basis of this industrial structure is attributed to social and developmental structures of prehistoric man and city states. Dimensions of W, X, Y, and Z theories are discussed. (MBR)

Studied the effectiveness of a five and one-half day workshop and an alternate three and one-half day workshop on organization development in developing a more democratic style of leadership in Illinois park and recreation supervisory personnel. The shorter workshop resulted in a more positive leadership style change than the longer one. (JJD)