Management Development: A Guide for the ProfessionInternational Labour Organization, 1998 - 597 páginas The publication contains a balanced mix of theoretical concepts and practical guidance about management training and development approaches, based on best practice used by companies, public sector organisations, training institutions, business schools and management consultants in various countries around the world. Topics discussed include: competence modelling and management practices, learning theory, methods and techniques, effective management development and education, and aspects of the management development cycle such as problem identification, training needs assessment, training programme design, implementation and monitoring. |
De dentro do livro
Resultados 1-5 de 90
Página vii
... Chapter 1 Managers and their competences ( Milan Kubr and Derek F. Abell ) 1.1 Who is a manager ? 1.2 What managers do 1.3 CONTENTS Managerial competence and changes in business practice 1.4 Competence modelling and management standards ...
... Chapter 1 Managers and their competences ( Milan Kubr and Derek F. Abell ) 1.1 Who is a manager ? 1.2 What managers do 1.3 CONTENTS Managerial competence and changes in business practice 1.4 Competence modelling and management standards ...
Página viii
... Chapter 5 Future perspectives of management development ( Gordon S.C. Wills ) 68 5.1 Investment in the years ahead 68 5.2 Marketing of management development 69 5.3 Management development as a continuous process 71 5.4 Material and ...
... Chapter 5 Future perspectives of management development ( Gordon S.C. Wills ) 68 5.1 Investment in the years ahead 68 5.2 Marketing of management development 69 5.3 Management development as a continuous process 71 5.4 Material and ...
Página ix
... Chapter 10 Self - development methods ( Tom Boydell ) 177 10.1 What do we mean by self - development ? 177 10.2 How management self - development came about , and issues for the future .. 180 10.3 Development of the self 183 10.5 Self ...
... Chapter 10 Self - development methods ( Tom Boydell ) 177 10.1 What do we mean by self - development ? 177 10.2 How management self - development came about , and issues for the future .. 180 10.3 Development of the self 183 10.5 Self ...
Página x
... Chapter 14 Case method ( John I. Reynolds ) 272 14.1 History of case method 272 14.2 Case method and other methods 274 14.3 Case method components and problem - solving 276 14.4 Types of cases 278 14.5 Case method : Advantages and ...
... Chapter 14 Case method ( John I. Reynolds ) 272 14.1 History of case method 272 14.2 Case method and other methods 274 14.3 Case method components and problem - solving 276 14.4 Types of cases 278 14.5 Case method : Advantages and ...
Página xi
... Chapter 19 Open and distance learning ( Roger Lewis ) 378 19.1 Open learning and self - development 379 19.2 The benefits of open learning 382 19.3 The disadvantages of open learning 383 19.4 Learning materials 385 19.5 Support 389 19.6 ...
... Chapter 19 Open and distance learning ( Roger Lewis ) 378 19.1 Open learning and self - development 379 19.2 The benefits of open learning 382 19.3 The disadvantages of open learning 383 19.4 Learning materials 385 19.5 Support 389 19.6 ...
Conteúdo
Introduction | 3 |
Tables | 5 |
1 | 9 |
Boxes | 17 |
xix | 20 |
Selfdevelopment for the trainer John Wallace | 27 |
Concepts and components of management development | 35 |
2 | 48 |
Case method John I Reynolds | 272 |
Lectures and presentation methods Aamir Ali | 291 |
Audiovisual computer and communication technologies | 303 |
How to make the best use of available methods and techniques | 325 |
Towards a learning organization Olle Bovin | 357 |
Open and distance learning Roger Lewis | 378 |
Planning implementing and evaluating a supervisory | 402 |
Management development for scientific and engineering | 426 |
Important sources which could provide information | 56 |
Chapter 5 | 68 |
Chapter 6 | 81 |
Training programme design John Butler | 111 |
Programme implementation and monitoring | 128 |
Mark EasterbySmith | 158 |
Selfdevelopment methods Tom Boydell | 177 |
Experiential and action learning Alan Mumford | 201 |
Group work and discussion methods Tor Hernes | 229 |
Simulation methods Tor Hernes | 251 |
Training and development of women for managerial jobs | 446 |
Management development for public service organizations | 463 |
Training and development of entrepreneurmanagers | 471 |
and a better place to work | 491 |
The management development professional | 495 |
Using consulting for management development | 514 |
Programmes for the training of trainers | 559 |
129 | 594 |
Termos e frases comuns
achieved action learning activities analysis apply approach appropriate areas attitudes audiovisual aids behaviour career Chapter checklist competence concepts consulting course development needs development programmes discussion effective enterprise environment evaluation example exercise experience experiential learning facilitate factors feedback focus formal functions identify implementation important improve individual institutions interaction involved knowledge learner learning objectives learning organization lecture management development management education management training managerial marketing material ment needs assessment open learning organizational participants performance performance appraisal planning potential practical problem-solving problems production professional programme design questions relevant responsibility Revans role role-play selection self-development sensitivity training group session simulation simulation games situation skills solutions solving specific strategy structure supervisors task techniques tion trainer training and development training methods training needs training programmes tutors United Kingdom XX XX
Referências a este livro
Management Development: Perspectives from Research and Development Rosemary Hill,Jim Stewart Prévia não disponível - 2007 |