The expanding field of executive development programs was investigated. The field was found to be active and influenced by a number of different academic disciplines. However, no overall structure exists for guiding the examination, comparison or discussion of executive development programs. This work provides a structure in the form of a "framework for inquiry." The framework is then used to describe and analyze seven focus programs. Included in this study are the programs of the Naval Aviation Administration, Federal Executive Institute, Harvard University, U.S. Army War College, Center for Creative Leadership, Bell South, and the World Bank. All programs are thoroughly described and analyzed, but not evaluated. Use of the framework facilitates a comparative review of the similarities and differences of programs. This study demonstrates how a number of factors of the framework can combine to give a program a distinct overall identity. It also shows how certain factors may be very important in contributing to the identity of one program, but not important in contributing to another. This underscores the value of using the framework for inquiry in its entirety when studying executive development programs. This work also demonstrates other uses of the framework, including selection of a program by a prospective participant and development of a program by a sponsoring organization. The dissertation concludes with a prescriptive call for "program coherence," in which executive development program managers consciously align all program factors toward establishing and maintaining overall program identity. This identity should be consistent with the individual and organizational development goals of the program. / Ph. D.

Lau Wing Man. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2005. / Includes bibliographical references (leaves 47-57). / Abstract in English and Chinese. / ABSTRACT --- p.1 / 摘要 --- p.2 / ACKNOWLEDGEMENT --- p.3 / Chapter CHAPTER 1. --- INTRODUCTION --- p.6 / Management Development (MD) in Asia --- p.6 / Human Resources Management (HRM) and Organizational Performance --- p.7 / Management Development - A Key Component of HRM --- p.8 / The Concept of Management Development --- p.9 / Relationship between Management Development and Performance --- p.9 / The Importance of Aligning Human Resources Strategies with Business Strategies --- p.10 / The Role of Perception in Moderating the MD-Performance Linkage --- p.12 / Discrepancy in Perception between Human Resources Managers (HR) and Line Managers (LM) --- p.14 / Key MD Aspects: MD Ethos and MD Systems --- p.15 / The Hypothesized Model --- p.17 / Consistent vs Inconsistent Groups --- p.19 / Significance of the Present Study --- p.21 / Chapter CHAPTER 2. --- METHOD --- p.23 / Participants --- p.23 / Procedures --- p.23 / Measures --- p.24 / Data Analyses --- p.26 / Chapter CHAPTER 3. --- RESULTS --- p.29 / "Descriptive Statistics, T-test Statistics and Correlations between Key Variables" --- p.29 / Multisample Analysis of the Hypothesized Path Model --- p.32 / Chapter CHAPTER 4. --- DISCUSSION --- p.37 / Discussion on Key Findings --- p.37 / The Importance of Strategic Alignment --- p.37 / Discrepancy in Perception between HR and LM --- p.37 / "The Importance of Managers' Perception of MD Systems in Collectivistic, Tight Cultures" --- p.38 / Uniqueness of the HL Group --- p.41 / HL Group vs LH Group --- p.41 / HL Group vs HH Group --- p.42 / Theoretical and Practical Implications --- p.43 / Theoretical Implications --- p.43 / Practical Implications --- p.44 / Limitations and Further Studies --- p.45 / REFERENCES --- p.47 / APPENDIX A --- p.58

Management development is critical for effective job performance and in turn for the success of the organisation. The cost of this development "calls for" an evaluation of the increased performance actually achieved. The aim of this study was to evaluate the effects of a development centre on management "performance" in South Africa. Research on this aspect of the assessment centre technology is lacking. The research was based on the Solomon Four-Group design. A sample of Ill managers at supervisory level was used. The job performance of participating managers was measured prior to attending the centre and three months after attendance. Consistent with the available research findings, the results indicated a statistically significant increase in the critical dimensions measured in the experimental groups. Consequently it was concluded that, in support of the hypothesis posed, the participation in a development centre contributes to an increase in managerial performance. Key terms: development centres; assessment centres; management development; managerial performance; managerial-dimensions; managerial-competencies. / Economics and Management Sciences / M.A. (Industrial Psychology)

Thesis (MBA)--Stellenbosch University, 2001. / ENGLISH ABSTRACT: This study focuses on the development of a research model for the University of Stellenbosch (US), which will facilitate the marketing and implementation of DE programmes for organisations. More leading-edge organisations are utilising distance education (DE) modes to capitalise on advantages such as rapid assimilation of learning material and the reduction in costs in the long term. An organisation in the health sector was chosen for the application of the model. The health sector faces numerous challenges, prospects and opportunities. The research model's framework is therefore utilised to establish the training needs of the Medi-Clinic hospital group's managers. The results of the research conducted in this study indicate that Medi-Clinic's work environment seems to be favourable for management training programmes to be implemented via DE technologies. Their managers in general favour training to be delivered via more dependent modes. Managers identified mainly direct contact and interaction with the lecturer by means of traditional training and face-to-face contact (TV) as their first choice. Interactive video, computer with instructor involvement, and DE via videotapes were predominantly the managers' second choice. The managers' third choice was primarily computer without instructor involvement, CD-ROM and correspondence. From this study it is also clear that Medi-Clinic's different managerial groups prefer different training modes. Independent DE modes are in general more popular among their higher levels of management. This study can serve as the basic model, which can, with further refinement, be used by the University of Stellenboseh's Distance Education Division as a support tool for the development, marketing and implementation of programmes. / AFRIKAANSE OPSOMMING: Hierdie studie fokus op die ontwikkeling van 'n navorsingsmodel vir die Universiteit van Stellenbosch (US). Die oogmerk van die model is om die bemarking en implementering van afstandsonderrigprogramme vir organisasies te fasiliteer. Organisasies maak toenemend gebruik van afstandsonderrigmetodes om voordele soos vinnige assimilasie van opleidingsmateriaal en die vermindering van koste op lang termyn daaruit te put. 'n Organisasie uit die gesondheidsektor is gekies vir die toepassing van die model. Die gesondheidsektor staar vele uitdagings, vooruitsigte en geleenthede in die gesig. Die navorsingsmodel se raamwerk is daarom gebruik om die opleidingsbehoeftes van die Medi- Clinic hospitaalgroep se bestuurders te bepaal. Uit die resultate van hierdie navorsing blyk dit dat Medi-Clinic se werksomgewing gunstig is vir die implementering van bestuursopleidingsprogramme deur middel van afstandsonderrigmetodes. Bestuurders het hoofsaaklik direkte kontak en interaksie met die dosent deur middel van tradisionele opleiding en persoon-tot-persoon- (TV) kontak as hul eerste keuse geïdentifiseer. Interaktiewe video, rekenaar met instrukteurbetrokkenheid en afstandsonderrig deur middel van videokassette was oorwegend bestuurders se tweede keuse. As derde keuse is rekenaar sonder instrukteurbetrokkenheid, CD-ROM en korrespondensie oor die algemeen gekies. Uit hierdie studie is dit ook duidelik dat Medi-Clinic se verskillende bestuursgroepe, verskillende opleidingsmetodes verkies. Onafhanklike afstandsonderrigmetodes is oor die algemeen meer gewild onder hoër vlakke van bestuur. Hierdie studie kan as 'n basiese model dien, wat met verdere verfyning gebruik kan word as 'n ondersteuningsinstrument om afstandsonderrigprogramme vir die Universiteit van Stellenbosch te ontwikkel.

This thesis has as its primary purpose determining what, if any, resentment toward junior executive programs may exist among regular or "old" employees of a selected group of petroleum companies in the Port Arthur, Beaumont, and Port Neches area of Texas. At the same time, measures taken in these companies to cope with the problem will be studied and appraised.

A research report submitted to the Faculty of Commerce, Law and Management, University of the Witwatersrand, in partial fulfilment of the requirements for the degree of Master of Management in Business Executive Coaching Johannesburg, 2017 / Personality match between a dyadic pair in helping relationships has shown to improve the process and outcomes. Does the same apply to executive coaching? Coaching is deemed to be effective but why is this so? This study explored the role of personality similarities on the executive coaching process. By understanding the role personality plays it was anticipated that: understanding would be elicited as to why coachees select their particular coach; better matching could occur between the executive coach and coachee; the process would be more beneficial due to this similarity and there would be a better return on investment for organisations who could assess coaches and coachees and pair them accordingly based on similarities in personality. This study utilised the five factor model (FFM) of personality to explore the personalities of the coaches and coachees across eight coaching dyads. This study utilised qualitative methodology that of eight case studies made up of eight coaching dyads. All 16 respondents were interviewed using a semi-structured interview. This served as the primary data source. The interviews were recorded, transcribed and uploaded into Atlas ti software for analysis. Content analysis was used and a codebook was created inductively, resulting in 94 codes. The 16 respondents then completed the Wave personality questionnaire as the secondary data source. The assessments were uploaded onto Atlas ti software and were analysed qualitatively using content analysis. 34 codes were created deductively using psychometric principles and the Wave personality questionnaire’s measures. The 128 codes were then categorised into 27 categories and 11 themes. Similarity in personality did not appear to have as great an influence as was anticipated on the executive coaching process within each dyad. Although there was a perception of personality similarity in the majority of the cases, there was very little to substantiate this according to the FFM. This study argues that this perception of similarity is due to the rapport built between the coach and coachee as well as the adaptation of the coach to the coachee’s style and needs. This creates cognitive resonance and reinforcement-affect. Due to this perception it is evident that the training of coaches must focus on the coaching skills of openness and trust building. ii Despite similarities or dissimilarities in personality, all eight dyads indicated satisfaction with the coaching process, the coaching relationship and the outcomes. Across all coaches there was no similarity in personality factors. However, across all coachees, there were similarities in personality regarding change orientation, optimism and openness to feedback which speaks to coachee readiness. This study argues that coachee readiness should be assessed for in order to determine readiness for coaching which will allow for more beneficial outcomes. The relationship, rather than personality similarity, was deemed to be the fundamental component in the coaching process. A relationship based on trust and openness allows the coachee to become vulnerable. This vulnerability allows for validation of the coachee by the coach and it is this validation which allows for growth and development. / MT2017

Thesis (M.S.)--Massachusetts Institute of Technology, Alfred P. Sloan School of Management, 1982. / MICROFICHE COPY AVAILABLE IN ARCHIVES AND DEWEY. / Bibliography: leaves 83-84. / by Yale Martin Zussman. / M.S.

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Management development is critical for effective job performance and in turn for the success of the organisation. The cost of this development "calls for" an evaluation of the increased performance actually achieved. The aim of this study was to evaluate the effects of a development centre on management "performance" in South Africa. Research on this aspect of the assessment centre technology is lacking. The research was based on the Solomon Four-Group design. A sample of Ill managers at supervisory level was used. The job performance of participating managers was measured prior to attending the centre and three months after attendance. Consistent with the available research findings, the results indicated a statistically significant increase in the critical dimensions measured in the experimental groups. Consequently it was concluded that, in support of the hypothesis posed, the participation in a development centre contributes to an increase in managerial performance. Key terms: development centres; assessment centres; management development; managerial performance; managerial-dimensions; managerial-competencies. / Economics and Management Sciences / M.A. (Industrial Psychology)

M.A. (Social Work) / This development research aims to develop a prototype mediation model for leaders to enable them to solve conflict effectively on the shop floor. The primary motivation for the study is an attempt to find a workable solution for day to day conflict. Such a solution has to be practical, easy to implement and coincide with current processes within the Generation Group ...