Abstract
Suggests that management development evaluation is fraught with
problems as the relationship between cause and effect is impossible to
prove when the subjects are human beings and they and their environment
are a complex morass of variables. Describes the difficulties of
designing an evaluation along traditional lines and suggests an
innovative methodology, based on sound academic principles, which is
user friendly to the practitioner. The methodology, a management
development diary, has been developed and piloted in the UK. Discusses
the development of the design and its application and considers the
strengths and limitations of the product, both as an evaluation
instrument and as an aid to management effectiveness.
Subject
Business, Management and Accounting (miscellaneous),Organizational Behavior and Human Resource Management,Business, Management and Accounting (miscellaneous),Organizational Behavior and Human Resource Management
Cited by
17 articles.
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