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. |
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Página vi
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Página ix
... methods 165 9.5 Concluding remarks : Drawing the threads together 168 Appendix 1 : Course questionnaire 170 Appendix 2 : End - of - course assessment 172 Appendix 3 : Tutor report form 173 Part III Compendium of methods and techniques ...
... methods 165 9.5 Concluding remarks : Drawing the threads together 168 Appendix 1 : Course questionnaire 170 Appendix 2 : End - of - course assessment 172 Appendix 3 : Tutor report form 173 Part III Compendium of methods and techniques ...
Página x
... 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 disadvantages 14.6 ...
... 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 disadvantages 14.6 ...
Página xiv
... methods selection 17.2 Factors affecting the selection of training methods 327 328 17.3 Links between management development objectives and training methods 329 17.4 Effectiveness of participative methods 330 17.5 Three groups of ...
... methods selection 17.2 Factors affecting the selection of training methods 327 328 17.3 Links between management development objectives and training methods 329 17.4 Effectiveness of participative methods 330 17.5 Three groups of ...
Página xv
... methods 47 6.1 Needs - assessment techniques : The needs - assessment cycle 6.2 Needs - assessment techniques : Type of training and development 105 needs ... 106 6.3 Rating techniques : The needs - assessment cycle 109 6.4 Rating ...
... methods 47 6.1 Needs - assessment techniques : The needs - assessment cycle 6.2 Needs - assessment techniques : Type of training and development 105 needs ... 106 6.3 Rating techniques : The needs - assessment cycle 109 6.4 Rating ...
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 |