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1 – 10 of over 213000Ann Vereecke, Els Pandelaere, Dirk Deschoolmeester and Marleen Stevens
The paper describes the results of an exploratory study of the application of programme management in six companies. A classification of programmes developed may help in…
Abstract
The paper describes the results of an exploratory study of the application of programme management in six companies. A classification of programmes developed may help in understanding the differences between programmes and the managerial impact of these differences. The research shows that the formalised and rigorous approach as described in most programme management handbooks is not widely adopted. The cases show less centralisation, less formalisation and less management of the interdependencies between the projects in the programme than one would expect on the basis of the programme management literature. This is especially the case in programmes that originate as a grouping of a set of existing projects. Yet, formalisation is mentioned as the main success factor in managing programmes.
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Discusses the impact of a self‐governing hospital trust’s accredited management development programme designed for health‐care professionals responsible for managing natural…
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Discusses the impact of a self‐governing hospital trust’s accredited management development programme designed for health‐care professionals responsible for managing natural clinical groups. The programme was a dual qualification: a level 5 national vocational qualification in management, and a diploma in management. Identifies key issues resulting from this type of programme. Discusses participants’ evaluation of the two different formats for management development. Highlights the reservations of health‐care professionals in respect of competence‐based management development, particularly regarding assessment of their work performance. Recognizes that when a group of senior health‐care professionals are involved in a long‐term in‐house management development programme, they may be perceived as a threat by senior management. Concludes that health‐care professionals will only engage proactively with management development activities which they perceive to have value for them.
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Hungarian management schools face fierce competition and declininginterest in management training. By the beginning of the 1990s two maincategories have emerged in management…
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Hungarian management schools face fierce competition and declining interest in management training. By the beginning of the 1990s two main categories have emerged in management education – management development courses and complex degree programmes, such as the International Management Center′s Young Manager Program (started in 1989), and distance learning provided by Open Business Schools which are somewhat new in Hungary. However, these programmes are not without tradition in the country. Experience with degree programmes shows that part‐time programmes are more popular than full‐time. MBA students need more help for readjustment and would like to have a degree with a reputation. Management development courses are expected to be short in time, very pragmatic and entertaining.
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Arch G. Woodside and Marcia Y. Sakai
The present chapter includes a case study that describes and analyzes three performance audit reports over a three decade period for one U.S. state government's destination…
Abstract
The present chapter includes a case study that describes and analyzes three performance audit reports over a three decade period for one U.S. state government's destination management organization's (DMO) actions and outcomes. This report extends prior studies (Woodside & Sakai, 2001, 2003) that support two conclusions: (1) the available independent performance audits of DMOs’ actions and outcomes indicate that frequently DMOs perform poorly and fail to meaningfully assess the impacts of their own actions and (2) the audits themselves are shallow and often fail to provide information on DMOs’ actions and outcomes relating to these organizations largest marketing expenditures. The chapter calls for embracing a strategy shift in designing program evaluations by both government departments responsible for managing destinations’ tourism marketing programs and all government auditing agencies in conducting future management performance audits. The chapter offers a “tourism performance audit template” as a tool for both strategic planning by destination management organizations and for evaluating DMOs’ planning and implementing strategies. The chapter includes an appendix – a training exercise in using the audit template and invites the reader to download a tourism performance audit report of a destination marketing organization and to apply the template after reading the report.
The purpose of the article is to identify the factors of the success of the change management process in IT programs.
Abstract
Purpose
The purpose of the article is to identify the factors of the success of the change management process in IT programs.
Design/methodology/approach
The article presents the results of quantitative research conducted among 221 managers involved in the process of IT program management. In addition, to achieve the assumed goal, a factor analysis and cluster analysis were carried out on the basis of which a model of the relationship between success determinants and the change management process in the IT program was built.
Findings
Nine factors significant for the change management of IT programs have been identified. What is more, they illustrate 78.23% of all significant variables that may occur and significantly affect the success of the IT change program. In addition, it was indicated which factors have a significant impact on achieving the success of the program in individual sub-processes of the course of change.
Research limitations/implications
The article identified 38 variables determining the success of an IT program as a result of a literature review. Secondly, the article responds to the call of Teubner (2018) for IT programs and Vuorinen and Martinsuo (2018) for programs of change.
Originality/value
The article complements the current theory with identified factors of success in the change management process in IT programs. In addition, the article presents recommendations for managers regarding the importance of the identified factors and their impact on the success of the program.
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J. Kenneth Graham and W.L. Mihal
Management development is a widely recognised strategy for improving an organisation's effectiveness. Large amounts are spent to develop effective managers but few studies show…
Abstract
Management development is a widely recognised strategy for improving an organisation's effectiveness. Large amounts are spent to develop effective managers but few studies show these training programmes lead to improved organisational performance. The result is wasted time and money and the possibility of creating or reinforcing negative attitudes to management development. A four‐step process is suggested to minimise the possibility of conducting unnecessary or cost‐ineffective development programmes. It includes linking programmes to business plans, validating programme content, making programmes responsive to individual needs and encouraging the transfer of training. Each of these areas is discussed.
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Describes how one university school applied the principles and practices of marketing to short course activities between 1975 and 1979. Reveals that the application afforded good…
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Describes how one university school applied the principles and practices of marketing to short course activities between 1975 and 1979. Reveals that the application afforded good commercial success.
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Posits that every enterprise must institutionalize its workplacelearning systems and opportunities in such a way that it radiates whatit has already achieved and from this moves…
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Posits that every enterprise must institutionalize its workplace learning systems and opportunities in such a way that it radiates what it has already achieved and from this moves on to realize its full potential – in short, the enterprise itself is the key. Examines in successive chapters: the individual manager and questioning insights (Q); the major systems which the enterprise uses to capture and structure its learning; a SWOT analysis of the enterprise′s total learning; action learning, its contribution to the achievement of enterprise growth, and the role of programmed knowledge (P); the Enterprise School of Management (ESM) as a phoenix of enlightenment and effectiveness rising from the ashes of traditional, less effective management training initiatives; and, finally, the practical realization of the action learning dream, as evidenced by emerging examples of successful and profitable implementation worldwide. Concludes with a selection of pertinent abstracts.
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BUSINESS SCHOOL GRAFFITI is a highly personal and revealing account of the first ten years (1965–1975) at Britain’s University Business Schools. The progress achieved is…
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BUSINESS SCHOOL GRAFFITI is a highly personal and revealing account of the first ten years (1965–1975) at Britain’s University Business Schools. The progress achieved is documented in a whimsical fashion that makes it highly readable. Gordon Wills has been on the inside throughout the decade and has played a leading role in two of the major Schools. Rather than presuming to present anything as pompous as a complete history of what has happened, he recalls his reactions to problems, issues and events as they confronted him and his colleagues. Lord Franks lit a fuse which set a score of Universities and even more Polytechnics alight. There was to be a bold attempt to produce the management talent that the pundits of the mid‐sixties so clearly felt was needed. Buildings, books, teachers who could teach it all, and students to listen and learn were all required for the boom to happen. The decade saw great progress, but also a rapid decline in the relevancy ethic. It saw a rapid withering of interest by many businessmen more accustomed to and certainly desirous of quick results. University Vice Chancellors, theologians and engineers all had to learn to live with the new and often wealthier if less scholarly faculty members who arrived on campus. The Research Councils had to decide how much cake to allow the Business Schools to eat. Most importantly, the author describes the process of search he went through as an individual in evolving a definition of his own subject and how it can best be forwarded in a University environment. It was a process that carried him from Technical College student in Slough to a position as one of the authorities on his subject today.
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Henry W. Lane and David G. Burgoyne
Since 1983, the School of Business Administration, the University of Western Ontario, has been offering an annual two‐week management development programme in Kenya. The programme…
Abstract
Since 1983, the School of Business Administration, the University of Western Ontario, has been offering an annual two‐week management development programme in Kenya. The programme is described — how it began, why it was done, details of the classes and course contents. The problem of management transferrability is discussed, followed by what has been learned from the experience.
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