This study is participant observational research focused on a description of an United States Department of Education grant-funded English in the Workplace pilot program. The survey of the literature shows that there is an increasing need to provide educational opportunities for workers who, for various reasons, are not currently being served by traditional education providers. The study presented here describes a pilot program and asks "How is an English in the Workplace program developed and implemented? What do those characteristics of workplace education programs, as identified in the literature, 'look like' once such a program has been implemented?" The researcher collected data from on-site observation of the classes and staff meetings, interviews, and program final reports and records. The elements that characterize this particular pilot program are common to those described or proscribed in the literature on workplace education. These elements include needs assessment, the physical setting, the participants, the instructional schedule and materials, as well as final evaluation. This study suggests that employers, by working together with educators, strive to meet the educational needs of employees, specifically, English language instruction, by providing and supporting English as a Second Language (ESL) instruction in the workplace. This study recommends that (1) workplace ESL instructors balance employer and employee needs by considering what the employer and the employees consider the program's purpose to be, (2) instructors supplement a general life-skills curriculum with workplace materials, (3) instructors be trained how to implement an English in the Workplace program, (4) instructors meet with the employees, management, supervisors, and trainers on a regular basis to assess whether the program is meeting the goals of everyone involved in the program. This study adds to the understanding of workplace education programs by specifically describing the characteristics of a particular English in the Workplace pilot program. However, additional research is needed to better understand the effects of workplace education, not just characteristics. The researcher concludes that future research is needed that examines the potential impact of workplace education programs.

by Kung Ching-Chuan, Anna. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1992. / Includes bibliographical references. / TABLE OF CONTENTS --- p.ii / INTRODUCTION --- p.1 / The Management Development Needs For Hong Kong In The Decade Of 90s --- p.4 / The Scope Of The Study --- p.6 / The Rationale For A Case Study On The Bank Of China Group --- p.7 / The Objectives Of The Case Study --- p.8 / LITERATURE REVIEW ON MANAGEMENT DEVELOPMENT & TRAINING --- p.10 / What Is Meant By Management Development & Training --- p.10 / The Purposes Of Management Development & Training --- p.12 / Meeting the Future Management Needs --- p.13 / Developing & Advancing the Individuals --- p.14 / The Historical Development Of The Concept Of Management Development --- p.15 / A CASE STUDY： THE BANK OF CHINA GROUP TRAINING & DEVELOPMENT CENTRE --- p.19 / The Development Trend Of The Training & Development Programme --- p.19 / The First Stage: 1980 - 1985 --- p.20 / The Second Stage: 1986 - 1988 --- p.20 / The Third Stage: 1989 and Onwards --- p.21 / The Structure Of The Bank Of China Group Training & Development Centre --- p.22 / The Corporate Strategy Of The BOC Group In The 1990s --- p.23 / The Overall Objective Of The BOC Group Training & Development Centre --- p.23 / The Purposes Of The Centre's Training And Development Programme --- p.24 / The Nature Of The Centre's Management Development And Training Programme --- p.25 / The Programme For The Lower Level Management --- p.27 / The Programme For The Middle Level Management --- p.30 / An in-depth elementary course on Management --- p.31 / Seminar on Leadership & Teamwork --- p.32 / Seminar on Interviewing Skills with Subordinates --- p.32 / A Course on Banking Business Development --- p.33 / A Course on Human Resources Management --- p.33 / The Programme For The Top Management --- p.34 / The English-Language Training Courses --- p.35 / Other Courses --- p.36 / The Role Of Trainers --- p.36 / As An Encourager --- p.37 / As A Facilitator --- p.37 / As A Deliverer --- p.37 / An Evaluation On The Programme --- p.38 / Its Future In The Coming Years --- p.39 / CONCLUSION --- p.42 / The Growing Importance Of Management Development In Hong Kong --- p.42 / A Change In The Approach of Management Development --- p.45 / The Common Management Development & Training Methods --- p.47 / BIBLIOGRAPHY --- p.50 / APPENDIX --- p.54

Doctorat en sciences psychologiques / info:eu-repo/semantics/nonPublished