A successful in-house management development program is characterized by staff involvement in planning, designing, and conducting the program. Top management support is critical, as are program diversity and relevancy, preparation and excellence, and evaluation and followup. (Author/MLF)

This paper summarizes the results of a survey of recent unpublished research studies, conducted in private industry and business, on the effectiveness of a variety of programs designed to develop management abilities. The purpose of the survey was to obtain information about private industry training evaluation practices which might be used or…

Written primarily for organizations beginning their manpower management effort, this book focuses on analytical approaches to studying the managerial manpower situation in a specific organization. Chapters 1 and 2 develop the nature, need, and process of manpower planning and include a schematic overview of the entire process. Chapter 3 describes…

Fifty employee managers and 50 owner managers were interviewed to determine differences in their behavior after a university level executive development program (EDP) conducted for businessmen in Lima, Peru. Findings indicated that: (1) owner managers had received a greater overall impact from an EDP than employee managers: (2) the perceived value…

Seven papers are presented that demonstrate new directions and practices in the evaluation of training programs. Different perspectives and approaches are represented, but in each case the evaluation described has been successful in making trainers more effective and accountable. (SLD)

A survey was made of inservice training and development for accountants in 53 selected business firms varying in products, sales volume, and employees. Program philosophy and objectives, qualifications and selection of trainees and instructors, program content, instructional programs, and evaluation procedures were examined. Inservice programs,…

BY 1964 THE INTERNATIONAL LABOUR ORGANIZATION (ILO) TECHNICAL COOPERATION ACTIVITIES IN THE FIELD OF PRODUCTIVITY AND MANAGEMENT DEVELOPMENT INVOLVED ABOUT 130 EXPERT POSTS IN ABOUT 30 COUNTRIES. THE ILO SENDS CHIEFS OF PROJECTS TO WORK WITH LOCAL DIRECTORS OF CENTERS IN EACH COUNTRY TO INTRODUCE GOOD MANAGEMENT PRACTICES AND ENSURE THEIR…

This annotated personnel bibliography on planning, organizing, and evaluating training programs covers the following areas: Training Programs and Activities in the Federal Government; Philosophy, Policies, and Objectives of Training; Organization of Training; Program Development and Implementation; Determining Needs for Training; Evaluation of…

This paper presents the findings from a project investigating management development for SME managers using an action learning programme, combining both face-to-face workshops and a virtual action learning environment. This programme was undertaken as part of the ENSeL (Engaging Networks for Sustainable eLearning) project, which was supported by…

THE COMPENDIUM OF CASE HISTORIES ON THE DEVELOPMENT OF PROGRAMED INSTRUCTIONAL MATERIALS DESCRIBES ATTEMPTS BY GRADUATES OF A PROGRAMING WORKSHOP TO SOLVE MANAGEMENT DEVELOPMENT PROBLEMS IN THEIR OWN ORGANIZATIONS. AREAS OF DISCUSSION ARE--BEHAVIORAL TECHNOLOGY AND MANPOWER DEVELOPMENT, THE PROGRAMING PROCESS, CONTRACT (CUSTOM-MADE) PROGRAMS,…

CONTINUING EDUCATION IS DISCUSSED AS VITAL TO THE PROSPERITY OF BUSINESS AND INDUSTRY WHEN TECHNOLOGICAL CHANGES REQUIRE CONTINUAL READJUSTMENT OF JOB REQUIREMENTS. ROLES OF INDUSTRY, UNIVERSITIES, AND GOVERNMENT COOPERATING TO PROVIDE THE RESOURCES, MATERIALS, AND INCENTIVES FOR CONTINUING EDUCATION ARE PROPOSED. DISCUSSIONS INCLUDE--(1) PROBLEMS…