Abstract
The difficulty of getting busy executives to focus their attention
during management and executive development programmes is discussed. The
experience of programmes conducted at the New York Stock Exchange (NYSE)
from 1986 to 1988 is built on. A set of behaviours and attitudes is
identified which blocks and creates resistance to learning in programme
sessions. To deal with these attitudes and behaviours, a general
principle can be useful in programme design: a development programme has
to provide a level of stimulation and learning equal to or greater than
the experience one is getting in the workplace or from work. Analysis of
programme evaluations and follow‐up discussion with participants reveal
that three factors can be used to overcome resistance to management
development and significantly influence overall programme performance,
and these are described and discussed.
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
3 articles.
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