M.Com. (Enterprise Management) / South African managers will in future be more exposed to the turbulent environment as experienced by their overseas counterparts. The application of the strategic management process by competent management could enhance the organisation's chances to succeed. A number of local studies have proven that South African managers are lacking experience in the strategic management process. Few organisations can afford the losses that may arise through bad decisionmaking by inexperienced managers. The only alternative is to supply quality management training and development programmes. Management training for South African managers of the nineties should be adapted for local conditions without losing sight of internationally applicable principles. At the same time alternative methods of training and education should be investigated. Computer Based management simulations can be cost effectively applied in the preparation of management for the nineties. The purpose of this study is to determine the requirements for an appropriate computer based management simulation for the training of South African managers in the strategic management process. The process of strategic management and the identification of the strategic issues relevant to the South African manager are specifically addressed

Dissertation (MBA) -- University of Pretoria, 2014. / zkgibs2015 / Gordon Institute of Business Science (GIBS) / MBA / Unrestricted

Leadership effectiveness, and how it affects organisational performance, is a much researched area of interest. This study focuses on those leadership skills and behaviours that possibly could increase leadership effectiveness at the senior level of leadership. This is a qualitative research project and the data has been collected using a combination of a qualitative questionnaire and in-depth interviews, conducted with highly qualified individuals with extensive leadership development experience. The research showed a significant relationship between leadership skills and leadership effectiveness and revealed that certain behaviours impact leadership effectiveness at the senior level. In addition it confirmed that leadership skills and behaviours that increase leadership effectiveness could be both continuous and discontinuous in nature when transitioning from the middle management to the senior level. Within the context of sub-Saharan Africa, adaptability and learning agility are especially important behaviours for leadership effectiveness at the senior level. The research also showed that interpersonal skills is the most important skill group to be developed when transitioning to the senior level and, of these, political and cultural sensitivity emerged as the most important interpersonal skill for leadership effectiveness at the senior level. / Dissertation (MBA)--University of Pretoria, 2014. / zkgibs2015 / Gordon Institute of Business Science (GIBS) / MBA / Unrestricted

Due to the ever-changing environment that businesses operate in, there is a need to manage people differently to equip firms to avoid extinction. This need means that firms must identify and leverage sources management innovation. This research study investigated management innovation on an individual level by examining eight predetermined characteristics of an individual (age, total employment tenure, organisational tenure, functional role, innovation momentum, management training, educational level and gender) as possible factors that could predispose him/her to being a source of management innovation. Data was collected using nonprobability sampling and employed a self-administered survey. The findings indicated that all factors with the exception of management training are associated with an individual being a source of management innovation. / Dissertation (MBA)--University of Pretoria, 2014. / lmgibs2015 / Gordon Institute of Business Science (GIBS) / Unrestricted

“Attainment of competency in management and leadership is no longer an optional extra for doctors” (Clark & Armit, 2008). Is management training recognised as necessary and important by professionals who ascend into leadership positions? Are professionals prepared to undertake management training or are their professional qualifications adequate to allow them to be effective managers as leaders? There are three concepts involved here, namely  Management training.  Professionals.  Leadership. The aim of the study was therefore to gain an in depth understanding of whether or not professional leaders need to be managerially trained. The study also attempted to establish the type/aspects of management training that the leaders should be trained in, and whether other factors such as experience influence the need for management training. Ultimately, the success or failure of management training for professional leaders needs to be assessed against the performance of their organisations and the self. An in depth literature review of the concepts of the research was conducted. The Chief Executive Officers of various tertiary/central academic hospitals were selected to be interviewed for this qualitative study by means of the purposive, quota sampling technique. In depth semi-structured interviews were held with seven academic hospital CEOs, with interviews lasting on average 1 hour 36 minutes (see Appendix B). The CEOs were also requested to complete the long Minnesota Satisfaction Questionnaire. The information received was analysed using a mixture of content, constant comparative, phenomenological, narrative, and discourse analysis. The key findings revealed that management training was necessary as an entity and should be attained regardless of professional training, leadership, or management experience. It was also noted, interestingly, that although the CEOs person-organisation fit was a high 71% and turnover intent a low 14%, job satisfaction was only average in the region of 60%. The sample number was too small to make meaningful conclusions. It is hoped that the findings of this iii study will stir the need to include management training in the curriculum of professional trainings. / Dissertation (MBA)--University of Pretoria, 2014. / zkgibs2015 / Gordon Institute of Business Science (GIBS) / Unrestricted

No description available.

published_or_final_version / Public Administration / Master / Master of Public Administration

by Ho Kui Yuen. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1991. / Bibliography: leaves 85-86. / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iv / LIST OF TABLES --- p.vi / ACKNOWLEDGMENTS --- p.vii / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Graduate Trainee Scheme --- p.1 / Objectuve of the Project --- p.4 / Chapter II. --- LITERATURE REVIEW --- p.6 / Objective of Graduate Trainee Scheme --- p.6 / General Structure of the Scheme --- p.7 / Recruiting Process --- p.7 / Training Process --- p.8 / Career Development --- p.9 / Evaluation of the Scheme --- p.10 / Chapter III. --- MEHTODOLOGY --- p.11 / Objective --- p.11 / Method of Study --- p.12 / First Stage-Interview --- p.12 / Second Stage-Questionnaire Survey --- p.13 / Design of Questionnaire --- p.13 / Test of Questionnaire --- p.13 / Scope and Coverage --- p.14 / Method of Approaching the Companies --- p.14 / Anonymity --- p.15 / Follow-up Act ions --- p.15 / Third Stage-Follow-up Interview --- p.15 / Data Analysis --- p.16 / Limitations --- p.16 / Chapter IV. --- RESEARCH FINDINGS AND ANALYSIS --- p.18 / Questionnaire Survey --- p.18 / Response Rate --- p.18 / Overall Sample Characteristics --- p.18 / Companies without Graduate Trainee Scheme --- p.22 / Company Characteristics --- p.22 / Respondents with Graduate Trainee Scheme --- p.24 / Company Characteristics --- p.24 / Objectives of Graduate Trainee Scheme --- p.26 / Duration and Content of the Graduate Trainee Scheme --- p.27 / Graduate Trainee Recruitment --- p.30 / Training Activities --- p.33 / Career Development --- p.35 / Performance of Graduate Trainees --- p.36 / Status of Graduate Trainees --- p.37 / Scheme Evaluation by Employees --- p.39 / Scheme Evaluation by Graduate Trainees --- p.40 / Comparison of Evaluation by Employees and Graduate Trainee --- p.41 / Follow-up Interview --- p.41 / Objectives --- p.41 / Duration and Content --- p.43 / Recruitment --- p.44 / Training Activities --- p.46 / Career Development --- p.47 / Performance --- p.49 / Status --- p.50 / Scheme Evaluation --- p.52 / Graduate Trainees' Satisfaction Level --- p.54 / Chapter V. --- RECOMMENDATIONS --- p.56 / APPENDIX --- p.60 / BIBLIOGRAPHY --- p.85

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

Fen Chi Leung Wilson. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1989. / Includes bibliographical references.