No description available.

Thesis (M.M. (Business Executive Coaching))--University of the Witwatersrand, Faculty of Commerce, Law and Management, Graduate School of Business Administration, 2013. / This research uncovered the coaching practices of the leading South African companies. The objective of the study was to explore whether these companies use coaching in their organisations and to provide other South African organisations and coaches with an understanding of how the most successful South African companies manage the coaching process and whether they evaluate the outcomes of the coaching process. This study used an explanatory sequential mixed methods design. The quantitative phase consisted of an online questionnaire completed by 49 of the top 100 companies listed on the Johannesburg Stock Exchange (JSE). The qualitative phase involved semi-structured interviews with 11 of the top 100 JSE listed companies. Coaching programmes in the leading companies of South Africa have been in place for one to three years and are predominantly used for leadership development and performance management. The main recipients of coaching in these companies are executives, senior managers and up-and-coming talent. Leading South African companies integrate coaching with the organisation’s talent management strategy or the organisation’s business strategy. The leading South African companies select external coaches based on coaching experience, business experience, recommendations and qualifications and contract them to work with executive and senior management levels. They also use internal coaches but mostly to coach up-and-coming talent and graduates. They do not enforce the supervision of coaches and engaging in supervision is mostly decided by the coaches themselves. Measuring of coaching outcomes is important to the leading companies of South Africa and therefore most of these companies measure its impact. This research provides key insights into the coaching practices of the leading South African companies. The research also provides guidance to coaches and organisations in South Africa on how coaching can be used to develop individuals and organisations.

Thesis (Ph. D.)--University of Texas at Austin, 2006. / Vita. Includes bibliographical references.

Thesis--PlanB (M.S.)--University of Wisconsin--Stout, 2002. / Includes bibliographical references.

Thesis (Ph. D.)--Florida State University, 2003. / Advisor: Dr. Frances S. Berry, Florida State University, College of Social Sciences, Reubin O'D. Askew School of Public Administration and Policy. Title and description from dissertation home page (viewed Mar. 1, 2004). Includes bibliographical references.

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No description available.

The purpose of this study was to identify the learning styles of Malaysian managers and executives and specifically to determine whether the alignment training methods with trainees' learning styles can improve the effectiveness of learning in Employee Development programmes. A comprehensive literature review was done and a sample survey approach was adopted. Past studies in the research area were summarized and hypotheses were made for empirical testing. / The findings of this study indicated firstly that all the trainees can be categorized into different learning styles in accordance with Honey and Mumford's LSQ although there were a significant group of trainees that showed no strong preference at all. Secondly, trainers used a combination of methods in their training delivery. Finally, the empirical information suggested that training effectiveness is not positively related to the individual styles when a combination of training methods was used. The results revealed that there were no correlations between the overall learning styles and effectiveness of training. / This study also discussed some implications for the training of executives and managers in employee development programmes conducted by in-house training centres in Malaysia. / Thesis ((DBusinessAdministration)--University of South Australia, 2008.

Thesis (DBA(DoctorateofBusinessAdministration))--University of South Australia, 2004.

Thesis (M.S.) Montana State University--Bozeman, 2008. / Typescript. Chairperson, Graduate Committee: James R. Brown. Includes bibliographical references (leaves 37-38).