Management Training and Post-Industrial Apologetics

Guyot, James F.

doi:10.2307/41164786

Cited by 8 publications

(2 citation statements)

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“…The fourth section consisted of eight items (questions) focused on measuring three criteria/variables (X9 = Attendance, X10 = Creative productivity and X11 = Rewards) for the evaluation of the changes caused by training in the performance of the work of managers (Burke & Day, 1986; Graves, 1982; Guyot, 1978; Hammer and Landay, 1981; Heck, 1995; Lawless, 1979; McCormick & Ilgen, 1985; Moss & Frieze, 1993).…”

Section: Methodsmentioning

confidence: 99%

A model for evaluating the effectiveness of middle managers' training courses: evidence from a major banking organization in Greece

Galanou¹,

Priporas

2009

Int J Training Development

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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.

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Section: Methodsmentioning

confidence: 99%

A model for evaluating the effectiveness of middle managers' training courses: evidence from a major banking organization in Greece

Galanou¹,

Priporas

2009

Int J Training Development

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“…11 2.3.2 Blake-Mouton Managerial Grid (BMMG) (10). This measure explores leadership attitudes rather than behaviors and forms the basis for commonly employed management training programs in business firms (64,65). This questionnaire also includes two sub-scales corresponding to goal oriented and relationship oriented leadership.…”

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confidence: 99%

Computational and neurobiological foundations of leadership decisions

Edelson

Polanía

Ruff

et al. 2018

Science

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Decisions as diverse as committing soldiers to the battlefield or picking a school for your child share a basic attribute: assuming responsibility for the outcome of others. This responsibility is inherent in the roles of prime ministers and generals, as well as in the more quotidian roles of firmmanagers, schoolteachers, and parents. Here we identify the underlying behavioral, computational, and neurobiologicalmechanisms that determine the choice to assume responsibility over others. Leaders must take responsibility for others and affect the well-being of individuals, organizations, and nations. We identify the effects of responsibility on leaders' choices at the behavioral and neurobiological level and document the widespread existence of responsibility aversion, i.e., a reduced willingness to make decisions if the welfare of others is at stake. In mechanistic terms, basic preferences towards risk, losses and ambiguity do not explain responsibility aversion which, instead, is driven by a second-order cognitive process reflecting an increased demand for certainty about the best choice when others' welfare is affected. Finally, models estimating levels of information flow between brain regions processing separate choice components, provide the first step in understanding the neurobiological basis of individual variability in responsibility aversion and leadership scores. We identify and characterize the computations and neural mechanisms underlying choices to lead. This file includes:Hyperlinked Table of Contents Materials and Methods Supplementary ResultsFigs. S1 to S8 Tables S1 to S7 References and notes Appendix S1Appendix S22 Participants and sample size determination.We conducted the experiment with two separate samples of participants -marked throughout the manuscript as original and fMRI replication groups. The difference between the groups was that the latter performed the delegation task in the MRI scanner. Previous laboratory experiments on individual versus group decision making have typically used between 30-50 participants (37-39).Power calculations (40) based on the aforementioned studies average effect sizes suggested a stopping criterion of 40 participants as a reasonable estimate to ensure a statistical power of 0.8 (with an alpha level of 0.05). We thus recruited 40 participants for the original group (21 females; age 25.7 ± 0.66 standard error of the mean). In the fMRI replication group, we added, a priori, four additional participants (constituting one unit of participants, see below, resulting in 44 participants; 25 females; age 23.5 ± 0.43). This was done in anticipation of some minor data loss due to issues such as excessive head movement in the scanner, and because the minimum experimental session size could not be under eight participants (see task design below). The data for three participants were not fully collected (two participants failed the test quiz assessing comprehension of the instructions and one participant did not show up for the second stage), resulting in a fi...

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OD as muddling: Implications for communication consultants

Sussman

1982

Communication Quarterly

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Management Training and Post-Industrial Apologetics

Cited by 8 publications

References 4 publications

A model for evaluating the effectiveness of middle managers' training courses: evidence from a major banking organization in Greece

A model for evaluating the effectiveness of middle managers' training courses: evidence from a major banking organization in Greece

Computational and neurobiological foundations of leadership decisions

OD as muddling: Implications for communication consultants

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