Thesis (doctoral)--European Business School, Oestrich-Winkel, 2002. / Includes bibliographical references.

Thesis ( Ph.D. ) -- University of Texas at Arlington, 2008.

Thesis (Ph. D.)--Ohio State University, 1970. / Includes vita. Includes bibliographical references (leaves 176-178). Available online via OhioLINK's ETD Center.

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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

The impetus of this research to look into the cross cultural differences and conflicts between Singaporean Chinese managers and their Western multi-national corporations (MNCs) managers was developed due to the researcher's 12 years real-life, working experiences in Western MNCs. The projected interest was extended to discover how Singaporean Chinese managers are able to deal with the corresponding cross-cultural conflict that is embedded in the day-to-day interaction between himself and his superiors in the West. Face-to face in-depth interviews were conducted with 18 Singaporean Chinese managers and 5 Western MNC managers to collect interesting real-life accounts and narratives of such cross-cultural situations. The findings provide some insight on the evolving cultural construct of the Singaporean Chinese Manager. / The research found that despite the changing cultural influences on Singaporean Chinese Managers, they still exhibit a substantial number of Confucian behavioural characteristics inherited from their Chinese forefathers. These are in the areas of work attitudes; the importance of intrinsic and extrinsic work attributes; and the commitment to the organisation they work for and the job itself. Moreover, Singaporean Chinese Managers are found to be less confrontational when dealing with conflicts, and are less inclined to express their dissatisfaction, or even to have a face-to-face argument with their superiors. Thus, it is found that despite the various cross-cultural differences that exist between the Singaporean Chinese Managers and Western MNC managers, there is a very low resignation rate in these MNCs in Singapore. In addition, the research also found that there is a growing 'compromisers' cluster, a group of people who only moderately uphold traditional values regarding family, education and morale, who are open to innovation and whose aim in life is to be socially and financially successful. The research also found that younger Singaporean Chinese Managers are now more vocal and more confrontational than their older Singaporean counterparts and possess more Westernised behavioural characteristics. This could be due to the effects of a 'cultural shift', influenced by the ever changing world, the more open and consultative new generation Singapore government after the leadership change in 1990 and its 'crafted culture'; and a continually changing Singapore economy in pursuance of its transformation towards a more cosmopolitan city with its dependence on international trade. Therefore this research provides an insight into the way in which Singaporean Chinese managers both construct and maintain a notion of identity and also explores the evolving cultural shift in the next generation of managers in the Singaporean Chinese community. / Thesis (PhDBusinessandManagement)--University of South Australia, 2006.

Bibliography: leaves 284-309. / xii, 309 leaves ; 30 cm. / Title page, contents and abstract only. The complete thesis in print form is available from the University Library. / Thesis (Ph.D.)--University of Adelaide, Dept. of Commerce, 2000

Thesis (Ph.D.) -- McMaster University, 1998. / Includes bibliographical references (leaves 106-120). Also available via World Wide Web.

Thesis (Ph.D.) -- University of Adelaide, Dept. of Commerce, 2000. / Bibliography: leaves 284-309.