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 x
... structure of cases 288 Chapter 15 Lectures and presentation methods ( Aamir Ali ) 291 15.1 . Definitions 15.2 Elements of the lecture process 15.3 Why lecture ? ... 15.4 When to select to lecture 15.5 Preparing a lecture 15.6 Delivering ...
... structure of cases 288 Chapter 15 Lectures and presentation methods ( Aamir Ali ) 291 15.1 . Definitions 15.2 Elements of the lecture process 15.3 Why lecture ? ... 15.4 When to select to lecture 15.5 Preparing a lecture 15.6 Delivering ...
Página xii
... structure of the profession .. 495 25.2 The MD professional as trainer 497 25.3 The MD professional as organizer of training 508 25.4 The MD professional as organization consultant 25.5 Conclusion .. 510 512 Chapter 26 Using consulting ...
... structure of the profession .. 495 25.2 The MD professional as trainer 497 25.3 The MD professional as organizer of training 508 25.4 The MD professional as organization consultant 25.5 Conclusion .. 510 512 Chapter 26 Using consulting ...
Página xiii
... structure at various levels of the management hierarchy ... 6.3 Model of results - oriented needs assessment 8.1 The programme implementation activities 8.2 Variables of the planning inputs 8.3 The planning stage of the programme ...
... structure at various levels of the management hierarchy ... 6.3 Model of results - oriented needs assessment 8.1 The programme implementation activities 8.2 Variables of the planning inputs 8.3 The planning stage of the programme ...
Página xiv
... structure 432 21.4 Model for planning a curriculum for training mid - level managers of technical professionals .... 439 21.5 Linkages and overlap of engineering and management issues , 24.1 responsibilities and subjects within the ...
... structure 432 21.4 Model for planning a curriculum for training mid - level managers of technical professionals .... 439 21.5 Linkages and overlap of engineering and management issues , 24.1 responsibilities and subjects within the ...
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 |