Contemporary management thinking embraces the organizational training theory that sustainable success rests, to a great extent, upon a systematic evaluation of training interventions. However, the evidence indicates that few organizations take adequate steps to assess and analyse the quality and outcomes of their training. The authors seek to develop the existing literature on training evaluation by proposing a new model, specific to management training, which might encourage more and better evaluation by practitioners. Their thesis is that training evaluation is best if it can be based on criteria derived from the objectives of the training and they draw on the management effectiveness literature to inform their proposed model. The study seeks to examine the effect of six evaluation levelsreactions, learning, job behaviour, job performance, organizational team performance and some wider, societal effects -in measuring training interventions with regard to the alterations to learning, transfer and organizational impact. The model was tested with data obtained from 190 middle managers employed by a large banking organization in Greece and the results Evaluating middle managers' effectiveness 221suggest that there is considerable consistency in the evaluation framework specified. The paper discusses these results and draws conclusions about their practical implications. The study's limitations are considered and some future research needs identified.

This article developed an empirical design to examine the direct effects of four dimensions of the strategic decision-making process (SDMP) on the organizational innovation in the context of cultural value characteristics of executive managers in Qatar. The study used the cultural relativity theory to explain and advance hypotheses regarding the associations between SDMP dimensions, culture attributes, and innovation performance in an input-process-outcome model. To test the raised research hypotheses of the proposed framework, the methodology of structural equation models was used. Based on quantitative evidence of 140 Qatari public and private organizations, the results demonstrated the following three major issues: (1) strategic decision-making practices have a direct and more significant impact on process innovation performance than product/service innovation performance, (2) innovation performance is both process and context specific, and (3) certain contextualizing constructs verify a particular cultural orientation.

Leadership is widely considered to be an important aspect of organizing and there are several reasons to suggest that managerial styles are of particular relevance in this context. However, there is a dearth of both theoretical and empirical work on leadership styles and their subsequent effects on middle managers' organizational commitment, their job satisfaction, their communication and their managerial effectiveness. The aim of this paper is to report the findings of an empirical study exploring the relationship between four prominent models of leadership and the fundamental organizational features such as commitment, satisfaction, communication and effectiveness, regarding a variety of measures of variables such as the organizational structure (i.e. the type of branch) and the managers' individual traits (i.e. the age, the education level).The results reveal that, the spectrum of four leadership styles containing basic characteristics, such as the type of branches, the age and educational level are inter-related with communication, commitment, satisfaction, and effectiveness.

This chapter presents an empirical study that examines the co-alignment between the Strategic Decision-Making Process (SDMP) and cultural contextual factors in developing a more completely specified model of innovation performance in a different setting from the Arab Middle East, namely Qatar. The key variables in this model consist of four strategic decision-making process dimensions (speed, degree of rationality, political behavior, and individual involvement), four culture attributes (locus of control, decision style, collectivistic orientation, and hierarchy), and innovation performance as an outcome variable in terms of process and product/service practice. The survey from 140 public and private organizations improves our understanding in three major issues: first, that SDM practices have a direct and more significant impact on process innovation performance than product/service innovation performance; second, that innovation performance is both process- and context-specific; and third, certain characteristics of the location support culture-specific awareness.