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Title:Management Development Training in the 1990s: Present Trends and Future DirectionsAuthor(s):Michael S. Lane, Gerald L. Blakely, Cindy L.

MartinecSource:Executive Development, Vol. 5 Iss: 2Author(s):Michael S. Lane, Gerald L. Blakely, Cindy L. MartinecKeywords:Management development, TrainingDOI:10.1108/09533239210009789 (Permanent URL)Publisher:MCB UP LtdAbstract:Management development programmes are increasingly being studied and evaluated, regarding their efficiency and effectiveness. Presents the results of a survey of 155 directors and vice-presidents of personnel and human resource management departments regarding the current status of their management development programmes. The results indicate that management development programmes do not seem to differentiate between levels of management. This held true across a wide spectrum of training areas. The results also indicated that the approach used in teaching (pedagogy) was consistent across management levels. This lack of variety according to management level seems to go counter to current theory regarding the differences in skill requirements between management levels.

Document Information:Title:Needs Analysis Theory and the Effectiveness of Large-scale Governmentsponsored Training Programmes: A Case StudyAuthor(s):Phillip C. Wright, (University of New Brunswick, Fredericton, Canada), Gary D. Geroy, (Colorado State University at Fort Collins, USA)Citation:Phillip C. Wright, Gary D. Geroy, (1992) "Needs Analysis Theory and the Effectiveness of Large-scale Government-sponsored Training Programmes: A Case Study", Journal of Management Development, Vol. 11 Iss: 5, pp.16 - 27Keywords:Training AgenciesDOI:10.1108/02621719210014527 (Permanent URL)Publisher:MCB UP LtdAbstract:Reports on a study of current and past training literature which suggests that, to be effective and to isolate both training needs and those problems having other, nontrainable solutions, training must be preceded by a needs analysis. Proposes a needs assessment model to illustrate an optimum needs assessment process, and compares this model with the Ontario Government's Ontario Skill (OS) programme, a multi-million dollar, provincially-funded training scheme. If, as the literature suggests, needs assessment must preclude training, then it is likely that OS monies are being wasted, as under the current administrative system it is virtually impossible to conduct in-depth assessments. Suggests ways in which needs assessment can be improved, by shifting the burden from the Government's consultants onto specially-trained employer representatives. It is felt that such a shift would enable sufficient time to be spent on the thousands of needs assessments conducted every year under the auspices of this massive training initiative. The methodology suggested here would be applicable to any large-scale provincial or state-run industrial training programme.

Title:Management skills and senior management effectivenessAuthor(s):Farhad Analoui, (Development and Project Planning Centre, University of Bradford, Bradford, UK)Citation:Farhad Analoui, (1995) "Management skills and senior management effectiveness", International Journal of Public Sector Management, Vol. 8 Iss: 3, pp.52 68Keywords:Management development, Self-developmentArticle type:Research paperDOI:10.1108/09513559510088551 (Permanent URL)Publisher:MCB UP LtdAbstract:Traditionally, the effectiveness of the senior officials within the public sector has been disproportionately associated with task instead of people-related skills. A study of 74 senior

managers within Indian Railways, over three years, has revealed that managers, in order to become effective, not only require task and people skills but also self-development knowledge and skills. Moreover, the above broad categories of managerial skills form a hierarchy which suggests that the more senior positions which managers occupy, the greater the need for people and self-development. Explores the implications of the above for senior management training and development in public sector briefly.

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