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The effective transfer of managerial training to the work environmentEls, Roy Keith 06 1900 (has links)
Experience and previous research indicate that the effective transfer
of management training to the work environment requires a holistic
approach, embracing several important factors. These include
interpersonal skills, resistance to change, mentoring, attitudes
towards training, and organizational climate and culture.
During this investigation a brief, flexible treatment programme was
drawn up. This involved discussing the application of managerial
skills with trainees who had completed a management training course
some time ago, in the presence of their supervisors. Other activities
included in the treatment ranged from retraining to psychotherapy.
The treatment was applied to 32 trainees. Some three month's later
a role play situation and questionnaire were used to assess their
application of the skills taught during management training in their
work, in comparison with an untreated control group. The results
indicate that the treatment programme resulted in much improved
transfer of managerial training to the work environment. / Psychology / M. Sc. (Psychology)
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Toward a multi-stakeholders partnership best-practice model for coaching interventions in customised executive educationChen, Jeff Yu-Jen 04 1900 (has links)
Thesis (MPhil)--Stellenbosch University, 2015. / ENGLISH ABSTRACT: In this highly competitive market, organisations are placing a strong emphasis on leveraging its organisational learning (OL) activities to achieve a sustained advantage. Organisations are increasingly recognising the value of partnering with external education providers to implement customized executive education programmes that can address their unique business need. Coaching interventions are frequently incorporated in such learning initiatives to enhance the alignment of the learning and development practises with the organisational goals and to increase the level of learning transfer once the program has been completed. The best-practises of coaching interventions remain however several understudied. This study therefore investigated the importance of multi-stakeholder partnerships on the effectiveness of coaching interventions within a customised executive programme.
Qualitative data was collected through a series of semi-structured interviews targeting coaches, organisational learning drivers and delegates to obtain multi-source feedback for enhanced validity of perceptions. The findings were subsequently subjected to thematic analysis resulting in the emergence of 7 core themes. The results emphasised the importance of aligning the interpretation of management, organisational learning drivers (OLDs), coaches and delegates regarding the goals of the organisation and the coaching initiative. A recurring theme across the datasets related to the importance of transparent, direct and open communication prior to the commencement of coaching. Furthermore, the advantages of group coaching highlighted in this study were supported by previous literature.
Another important contribution of this study pertained to evaluating and sustaining the mental and behavioural shifts delegates experienced during the coaching interventions. This highlighted the importance of soliciting management support, eliciting informal accountability and post-coaching interventions. As a result of combining multi-stakeholder perceptions, the findings of this study may contribute towards developing a best-practice model for coaching interventions in customised executive education (CEE) programmes.
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To establish a supervisory training and development system for an elevator companyChan, Wai-hang, Orlando., 陳偉鏗. January 1983 (has links)
published_or_final_version / Business Administration / Master / Master of Business Administration
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Methodology of training needs surveys /Kitchell, Abdul Rahim Bin, January 1900 (has links)
Thesis (M. Soc. Sc.)--University of Hong Kong, 1980.
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An evaluation of training programmes for executive officers in the Hong Kong government /Lai, Pong-woon. January 1984 (has links)
Thesis (M. Soc. Sc.)--University of Hong Kong, 1984.
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Taxonomy of knowledge requirements for executives of general contracting and construction management enterprisesGoodman, Robin Elaine 12 1900 (has links)
No description available.
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A study of effective management development delivery systems utilized in selected private and public sector organizationsHarman, Lee A. January 1988 (has links)
The purpose of the study was to compare and contrast current management development delivery systems in the public sector with the private sector. Data was gathered through on-site interviews with five private and five public sector organizations. The organizations were selected for the study with the help of expert panels. Panel members also assisted in refining the structured interview guide used to collect data.Data obtained by the interviews were analyzed using a binomial test for differences in proportion to determine significant differences between responses of the public sector and the private sector interviewees. Open ended questions were compared and reported in narrative form.Data collected support the following conclusions:1. The importance of involving individual participants in planning for management development programs has been shown.2. A number of practices endorsed by respondents and identified in the data may serve as components of a model for program implementation.3. The literature supports the need to correlate management development activitites to events-based, on-the-job activities.4. A weakness appears to exist in current management development programs in regard to the lack of use of personal recognition as an incentive.5. The literature cites the need to increase funds for future programming needs.6. Changes in salary/wage policies may need to occur.7. Ambiguous goals are a reason for the failure of many management development programs.8. Evaluation techniques are utilized to assess individual program offerings rather than to measure improvement in on-the-job performance.9. Raise in income is preferred as an incentive in the public sector.10. Promotion is preferred as an incentive in the private sector.11. Development programs are hindered by a perceived lack of available time. / Department of Educational Administration and Supervision
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Methodology of training needs surveysKitchell, Abdul Rahim Bin, January 1900 (has links)
Thesis (M.Soc.Sc.)--University of Hong Kong, 1980. / Also available in print.
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An evaluation of training programmes for executive officers in the Hong Kong governmentLai, Pong-woon. January 1984 (has links)
Thesis (M.Soc.Sc.)--University of Hong Kong, 1984. / Also available in print.
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The effective transfer of managerial training to the work environmentEls, Roy Keith 06 1900 (has links)
Experience and previous research indicate that the effective transfer
of management training to the work environment requires a holistic
approach, embracing several important factors. These include
interpersonal skills, resistance to change, mentoring, attitudes
towards training, and organizational climate and culture.
During this investigation a brief, flexible treatment programme was
drawn up. This involved discussing the application of managerial
skills with trainees who had completed a management training course
some time ago, in the presence of their supervisors. Other activities
included in the treatment ranged from retraining to psychotherapy.
The treatment was applied to 32 trainees. Some three month's later
a role play situation and questionnaire were used to assess their
application of the skills taught during management training in their
work, in comparison with an untreated control group. The results
indicate that the treatment programme resulted in much improved
transfer of managerial training to the work environment. / Psychology / M. Sc. (Psychology)
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