The paper presents the approach to complex training of managers and faculty staff for system modernisation of Russian engineering education. As a methodological basis of design and implementation of the faculty development programme, the CDIO (Conceive-Design-Implement-Operate) Approach was chosen due to compliance of its concept to the purposes…

Any organization with a comprehensive training program has a leadership development curriculum. These programs include everything from conventional classroom learning with guest speakers to high-tech simulations and lavish retreats. There also may be mentorship thrown in, as well as multiple job rotations. Despite the well-rounded curricula, many…

Purpose: The purpose of this paper is to show that most small business owner-managers are technically competent in their area of business activity however they do not always have equal managerial competence. For example, deficiency in human resource management competence may lead to difficulties in attracting, retaining or leading staff. These…

Describes a survey of 43 Fortune 500 industrial corporations on management training. Results include the finding that evaluation of training programs is not up to the desired standard. (CH)

Emory University's external management institutes for government and industry provided an ideal model for an in-house development program. (Editor)

This student guide is intended to assist persons employed as supervisors in planning and implementing training sessions. Discussed in the first three sections are the following topics: the importance of a planned approach to training; implementation of instruction (job instruction and the learning process, the step-by-step approach to training,…

This student guide is intended to assist persons employed as supervisors in developing training plans. Discussed in the first two sections are the importance of training (the nature and benefits of a planned approach to training) and training plans (identifying training needs and preparing a training plan). Each of these sections contains an…

Reviews the history and theory of evaluation of management training and development. Assesses the state of the art of evaluation techniques and instruments, discussing how the focus, scope, and purpose of evaluation affect the choice of method. Presents a systematic model of evaluation and a model of results-oriented human resource development.…

Executives from 25 firms described forces changing execu5tive education in the following areas: learning needs, content, teaching methods, instructors, participant mix, and organizational integrating mechanisms. Program assessment is weak, learning needs must shift to a global ecosystem focus, and educators should anticipate and train for future…

Explains why some programs fail to prove themselves in evaluations yet have substantial benefits. Documents a method of administering self-reports, pre-then-post testing that helps to eliminate response-shift bias. (Author)

This booklet describes the Minnesota model for small business management education. The content is presented in five parts. The first discusses the economic role of small business and the need for small business management education. Part 2 discusses the development of the Minnesota model for management education for both farmers and small…

The staff college approach to senior management education derived its impetus from Britain. It was drawn on by other countries on their own initiative in the light of their assessment of needs. It has proven economical to transplant and can be sensitively adjusted to national needs and the local culture. The first part of this document describes…

This first article in a series on a three-part process for the evaluation of training programs covers the "focus" phase, in which the evaluator establishes the extent and objectives of the evaluation. The following are included: Dramatization of a training program evaluation, the flow chart of the entire process, and a description of the…