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Measures the effects of experiences of undergraduate businessstudents completing the Summer Study Abroad programme. Information wasgathered through structured…
Measures the effects of experiences of undergraduate business students completing the Summer Study Abroad programme. Information was gathered through structured questionnaires and informal interviews. Responses were grouped into four areas: cognitive changes; cultural awareness; personal growth; and changes in subsequent behaviour. Results indicate that the international study programme has an extensive and lasting effect on participants, leading to greater cultural awareness, personal growth and an interest in worldwide affairs.
Research has shown that the most important management training and development concerns from 1983 to 1986 were: (1) interpersonal skills, (2) communication skills, and (3…
Research has shown that the most important management training and development concerns from 1983 to 1986 were: (1) interpersonal skills, (2) communication skills, and (3) managing human performance. Furthermore, these same concerns were projected, in 1986, to be the most important development topics for the next three to five years (Bolt, 1986). Given that business is undergoing fundamental technical changes, one might think that these people‐related issues may not be as important as technical development concerns in the future.
In a three‐year study of a firm undergoing major technical changes,the factors related to successful implementation of a JIT programme weredetermined. These factors could…
In a three‐year study of a firm undergoing major technical changes, the factors related to successful implementation of a JIT programme were determined. These factors could all be categorised as human relations or organisational behaviour issues and included: (1) communication skills, (2) management commitment, (3) worker commitment, and (4) appropriate performance evaluation goals. No technical factors were rated as most important to programme success. Management development training programmes that would enhance these key success factors were then identified. Training and development should include a comprehensive pilot programme, a series of initial pre‐implementation sessions, and ongoing training. The content of these sessions is discussed. Management development practitioners must recognise these behavioural needs since a behavioural focus for such technological changes is important and the engineering focus alone is not enough for the successful implementation of such major changes in an organisation.