Purpose: The purpose of this paper is to examine the gaps in some existing competence frameworks and investigate the power of reflection on one's behavior to improve the process of the competences development. Design/methodology/approach: The authors used a correlational design and a quasi-experimental non-equivalent group design involving a…

Purpose: The purpose of this paper is to propose a training and development (T&D) evaluation model that includes new societal indicators, considering the growing demand to do so. Three complementary studies were done. Study I used a framework for T&D evaluation that includes societal impact in it. Study II investigated which levels of…

Many leadership development programs are intended to improve individual leaders' skills and abilities to perform. Methods for measuring the effect of such programs range from simple metacognitive self-report surveys to 360-degree feedback, to instrumentation of psychological phenomena. However, the outcomes of some leadership development programs…

Purpose: With rapid industrialization and population growth in the urban and rural areas in India, the demand for public transport has risen sharply. In the fast changing scenario in the public transit sector, the role of a bus depot manager (DM) has also undergone substantial transformation. This paper aims to identify and gauge the…

Drawing on their experience in a Midwest healthcare system, the authors propose a model of leadership development through action learning that embraces "concentric collaboration" at its core. The present study suggests that the process of concentric collaboration can serve to strengthen the skills of the individual leader as well as…

Nokia is the world leader in mobility, driving the transformation and growth of the converging Internet and communications industries. A truly global business, Nokia makes a wide range of mobile devices and provides people with experiences in music, navigation, video, television, imaging, games and business mobility through these devices. Nokia…

Purpose: This paper aims to discuss the teaching and assessment strategies for an organisation-centred curriculum. Design/methodology/approach: The paper is based on a case study. Data were collected from interviews and a focus group with worker-learners enrolled in a Graduate Certificate in Education (Educational Leadership) course. Findings: The…

Surveys the current status of outdoor training for management development in Britain, including types and quality of providers and courses and advice for organizations interested in offering such training to their employees. (SK)

This article draws on the experience of such firms as People Express, General Motors, and Digital Equipment Corporation to illustrate successful transition from quality circle participation to full participation in management. (CT)

Reviews the initial management development component of an organizational change strategy to "Make General Management Work." Evaluates the success of the workshop in linking management and organizational development. (JOW)

Instructional specialists in industry are usually also managers. They are responsible for addressing the skill and knowledge requirements of their employees as well as considering the overall needs of the organization. They provide effective training and solve organizational problems. (JOW)

Since many institutions have functioned as "paternocratic" systems, they cannot be expected to assume unfamiliar democratic-participative modes of functioning without guidance; this can be provided by a consultant or consultant team. The author offers 12 approaches to organizational change, discusses staff development, and outlines necessary…

Measured the impact of a six-month organization development (OD) effort with a top management group in a large state government organization. The data demonstrated that OD in the public sector can result in mild to moderate improvement in role clarity, collaboration, and communication effectiveness among participants. (Author)

Discusses six major errors in management development programs. These failures include (1) not tying development programs to strategic considerations, (2) not properly qualifying participants, (3) not using proper training methods, (4) not differentiating group and individual development, (5) not providing posttraining support, and (6) not…

Purpose: The author's interest in learning organisation development leads him to examine large French companies' practices regarding "high potential" executives policies and to question their selection and development processes and their capabilities to develop learning oriented organisations.The author also tries to explain why most…