Purpose: The purpose of this study is to predict the transfer of training (ToT) from management training. This study empirically examined the predictive power of ToT factors, namely, individual characteristics (self-efficacy), training intervention design (training approaches) and work climate (organizational support) among the study respondents.…

Guidelines on incorporating outside training into a management training program. Two references and a checklist are included. (LY)

This article describes a training program to increase supervisory skills in manpower agencies. Supervisors taking part in this program were employed by a state manpower agency in Maryland and trainers were university faculty in rehabilitation counselor education. Participants' reactions ranged from satisfaction to resentment at the selection…

This report deals with the training and development of full time managers and executives and of persons in departmental or technical posts who have, or may be given, managerial responsibilities, either in their own specialties or in general management. The first major section presents the common features of effective management training and…

Responses from 94 of 230 British senior managers revealed that they are engaged in radical change in company mission, culture, and structure. Their most valuable learning comes from team activities, managing new projects, and networking with customers. Only one-third spent more than five days per year on off-job training; one-third had no off-job…

Employees should assume accountability for self development through their own informal but intelligent reading programs. A framework for such reading, which is based on an analysis of job content is presented here, together with some suggestions as to where to begin reading. (Editor)

In this introductory work, the main principles on which British companies are basing management development programs are presented, and stages in assuring a supply of effective managerial talent are set forth: stages in assuring a supply of effective managerial t"lent are set forth: program planning based on clear objectives and…

An attempt is made to offer guidance to industrial training boards in the training and development of full-time managerial or executive personnel and departmental or technical personnel who have, or may be given, some managerial responsibilities either in their own specialist field or in general management. Areas covered include: the nature and…

A study of training effectiveness in textile mills in India. Program is evaluated for trainee reaction, the extent of learning achieved, the changes in behavior effected and the results on the job. Charts, tables, references. (Editor/RB)

Both management and women workers are asking for a reexamination of traditional training and development practices. The existing training model that has worked so well for developing men into managers and leaders should be expanded to include women--an androgynous approach to training--with similarities, rather than differences in abilities…

This paper assesses the contribution of management training and development programmes (MTPs) to the development of managerial skills in small and medium enterprises (SMEs). Different sets of variables were used to explore the managers' skills development by dividing the managerial skills into three main categories: self, people, and task-related…

Case studies of three new Japanese graduate business programs demonstrate limitations of traditional off-the-job training in changing social and global environment. New programs reflect the shift from industrial to service industries and increased need for technical specialization. (SK)

Discussion of client-based management education courses reports on an interview study of management lecturers at two British university business schools. Lecturers were concerned with four issues: whether student participation was voluntary, the insularity of the learning process within client-based programs, the impact of organizational politics…

This report describes a study that identified major databases in operation in the 12 European Community countries that provide small- and medium-sized enterprises with information on opportunities for obtaining training and continuing education. Thirty-five databases were identified through information obtained from telephone interviews or…