Management development strategies at Fujitsu Services: Creating a management training academy for higher‐impact employees

2006 ◽  
Vol 6 (1) ◽  
pp. 32-35 ◽  
Author(s):  
Ian Williams
Keyword(s):  
Management Development ◽  
Management Training ◽  
Development Strategies

Differences in implementing management and organization development directions between domestic and foreign companies in Estonia

2010 ◽  
Vol 5 (1) ◽  
pp. 82-99 ◽  
Author(s):  
Maris Zernand‐Vilson ◽  
Tiit Elenurm
Keyword(s):  
Balanced Scorecard ◽  
Transition Economy ◽  
Management Practice ◽  
Management Development ◽  
Management Training ◽  
Harvard Business Review ◽  
Total Quality ◽  
Content Type ◽  
Foreign Companies ◽  
Contemporary Management

PurposeThe purpose of this paper is to find out which contemporary management ideas have been implemented in Estonian business organizations and what are the differences between domestic and foreign companies in the field of management innovation.Design/methodology/approachExperts selected among management development approaches that were most frequently reflected in Harvard Business Review, Fortune Magazine and in the ProQuest database 8 direction that are most relevant for the survey in the transition economy context. The survey format is a qualitative questionnaire submitted to top managers in 141 Estonian enterprises.FindingsThe most frequently followed management development directions are balanced scorecard/management by objectives, supply chain management, learning organization, and total quality management. General differences between contemporary management directions in the domestic‐ and foreign‐owned companies researched are not significant. The initial hypothesis that contemporary management directions implemented in Estonian enterprises are mainly based on knowledge transfer by foreign enterprises or investors is not affirmed.Research limitations/implicationsBy using only a selection of management directions, it is not possible to draw final conclusions about the development process of management practice. The nature of the sample does not allow the authors to draw conclusions about all business sectors in Estonia.Practical implicationsThe results provide insight into the value of contemporary management directions for Estonian enterprises and enable the authors to make some forecasts about future management trends in Estonia depending on domestic and foreign ownership of enterprises that can be taken into consideration in management training programmes.Originality/valueThe paper provides an overview of innovations in management practice in a transition economy that has not been researched earlier by using a tool that operationalizes contemporary management directions.

Managerial training and development in telecommunication organizations in Palestine

2015 ◽  
Vol 34 (6) ◽  
pp. 685-703 ◽  
Author(s):  
Anton Robert Sabella ◽  
Farhad Analoui
Keyword(s):  
Current System ◽  
Holistic Approach ◽  
Management Development ◽  
Management Training ◽  
Training And Development ◽  
Structured Interviews ◽  
Content Type ◽  
Training Development ◽  
The Individual ◽  
Practical Implications

Purpose – The purpose of this paper is to explore the nature and extent of management development and training in Palestinian telecommunication organizations using a basic trichotomous (three-stage) model: needs assessment, training development, and evaluation. Design/methodology/approach – A survey questionnaires supported by semi-structured interviews was conducted to capture and corroborate the issues raised by middle and senior managers. Subsequently, the valid data were analysed using Statistical Package for the Social Sciences and was tabulated for the purpose of interpretation and comparison with the findings available from literature. Findings – Despite the systematic approach to training and development, the findings revealed inadequacy deriving from heavy emphasis on conventional methods throughout the three stages particularly the formal in-house training; the current system does not offer a holistic approach to meet the challenging needs for management development. Research limitations/implications – The study adopts an exploratory in depth empirical investigation in Palestinian telecommunication organizations, it provides insight into management training and development in the private sector in Palestine. It has profound theoretical and practical implications for the increased effectiveness of management in the region and beyond. Practical implications – The use of trichotomous approach explores the entire process, rather than implementation alone, thus the findings will have practical implications for the researcher and practitioners to design, implement, and systematically appraise the effectiveness of training development initiatives. Originality/value – This paper offers both professionals and academics a fresh perspective on training and development in Palestinian telecommunication organizations; it highlights the importance of such activity, and stresses on the need for the design of programmes that can adequately incorporate the individual and corporate needs for development.

Assessing the Training Needs of High-Potential Managers

2002 ◽  
Vol 31 (4) ◽  
pp. 464-484 ◽  
Author(s):  
W. David Patton ◽  
Connie Pratt
Keyword(s):  
Needs Assessment ◽  
State Government ◽  
Group Discussion ◽  
Development Program ◽  
Management Development ◽  
Management Training ◽  
Training Needs ◽  
Comprehensive Management ◽  
Advantages And Disadvantages ◽  
Training Needs Assessment

Two important issues prompting the creation of comprehensive management development programs in state government are the promotion of technically competent employees to supervisory positions who have not been prepared to manage, and the impending loss of state managers to retirement and the need for succession planning. With these issues in mind, training needs assessment (TNA) is necessary to understand both the needs of the organization for competent managers and of the individuals who are to be prepared to manage in state government. In this case study, we review the advantages and disadvantages of various TNA techniques and select focus groups to conduct the training needs assessment for a comprehensive management development program. Through several focus group sessions, the perspective of practicing managers was solicited for management training needs throughout the state. Alternatives were widely discussed and a synergy of ideas created through the group discussion format. State managers became more informed about the plan for management development and support for the concept was generated among important stakeholders. State managers clearly wanted training that would be immediately applicable to their job duties and wanted the training delivered in a way that is conducive to adult learning. We found that managers are most concerned with effectively performing their roles and responsibilities as managers, and that they must demonstrate leadership and human relations skills in the performance of their responsibilities.

Management Training for Occupational Therapists Part 2: Examining the Options

1986 ◽  
Vol 49 (8) ◽  
pp. 253-256 ◽  
Author(s):  
Christine Craik
Keyword(s):  
Occupational Therapists ◽  
Management Development ◽  
Management Training ◽  
Advantages And Disadvantages ◽  
And Training

This is the second of two articles with the general title of ‘Management Training for Occupational Therapists’. Some of the management development and training options currently available are examined, the advantages and disadvantages are described and the relevance and accessibility to occupational therapists are discussed.

scholarly journals The Role of Health Promotion in Management Development. A Systematic Review of Training Concepts in an Organizational Context

2021 ◽  
Vol 5 (1) ◽  
pp. 89-97
Author(s):  
Michael Hans Gino Kraft
Keyword(s):  
Health Promotion ◽  
Organizational Context ◽  
Training Programs ◽  
Management Development ◽  
Management Training ◽  
Scientific Discussion ◽  
Individual Health ◽  
Health Related ◽  
Health Promoting ◽  
The Individual

Economic success often depends on the health of managers and employees in the company. In this context, health promotion programs are becoming increasingly important to ensure the quality of work and for reducing absenteeism. Although academic interest in the study of individual health in organizations is growing, there is still a need for research to fully understand its potential in the area of management development as well. Under this premise, this article summarizes the arguments and counter-arguments within the scientific discussion on health-promoting aspects in the context of management development. The purpose of this work is to systematically deepen the understanding of corporate health promotion by reviewing the relevance of health-related aspects in management training concepts. Given this evidence, this work contains a systematic literature review about management training programs and empirical contributions. The review took place between November 2020 and February 2021 by using different scientometric databases such as Econbiz, Scopus and Web of Science. Among 56 identified publications, 20 studies address such management training concepts in the context of health issues. The paper provides initial evidence of differing understandings of health promotion in management development and identifies difficulties in implementing and prioritizing health promotion in training programs on the management level. Even though health-promoting topics are becoming increasingly important, self-leadership aspects still play a subordinate role in development programs. The study proved that despite the economic importance of the individual health of employees and managers, health promotion is still seen as a self-reflective task. Practitioners are therefore invited to test the potential of health-promoting elements in management training and to implement them in organizational reality.

scholarly journals Measuring Management Training Needs of Hospital Managers in Nepal

2012 ◽  
Vol 52 (186) ◽  
Author(s):  
I Chadwell ◽  
R Bhitrakoti ◽  
R Khadka
Keyword(s):  
Low Income ◽  
Management Development ◽  
Management Training ◽  
Training Needs ◽  
Low Income Countries ◽  
Government Hospital ◽  
Government Organizations ◽  
Hospital Managers ◽  
The Difference ◽  
Management Competency

Introduction: This is a study of hospital managers in Nepal, measuring their reported capability to undertake management tasks and explore their views about management development.  Methods: A questionnaire was administered through hospitals. Respondents were asked to rate a series of management tasks on a scale according to how important it was, for their role and their capability to perform it. These tasks were grouped into different factors. The sample included government hospital of each district and major private or hospitals run bu non-government organizations.  Results: A total of 31 hospitals were visited in 18 districts. Information was obtained from 103 managers from different professions. In most hospitals visited, overall management was provided by the doctors. Few had undergone some training to take on management responsibilities. All types of managers, regardless of profession or type of hospital, reported a ‘competence gap’for each factor defi ned as the difference between reported importance and capability. Non-government managers consistently rated themselves as beingmore capable than government managers, but the difference was only signifi cant when it concerned managing People. The need for a separate cadre of managers was supported by 85% of respondents but a majority of doctors (57%) felt that the best people to manage hospitals were doctors.  Conclusions: Consistent with other studies from low income countries, there is an urgent need to provide different modalities of management developmentenabling hospital managers to improve their capabilities. There is widespread need of management training to be made available in Nepal.  Keywords: hospital management, management competency, management training needs.

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