For many years now there have been numerous articles in the personnel and training journals exhorting readers to evaluate their management training. But few such articles have given any useful guide as to how such an evaluation is to be carried out or any indication of the practical realities of doing the job. It is only relatively recently that case studies showing some methods of carrying out a management training evaluation have been written up and published. This article looks in some detail at one particular management activity run by the Furniture and Timber Industry Training Board. The Board was approached by representatives of the British Furniture Manufacturers Young Managers Group with a view to running a short week‐end management workshop for members of the group. The preparatory work undertaken in designing an appropriate programme, the content of that programme and some follow‐up information subsequently collected, are described. The article is primarily designed: • to present the kind of information needed to run a workshop that attempts to be highly specific to the job content and work problems of the managers taking part: • to illustrate some of the difficulties that have to be overcome in developing job‐specific management training activities.
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