scholarly journals NON-FORMAL MANAGEMENT EDUCATION: SOME EVIDENCE FROM MANAGEMENT TRAINING BUSINESSES WEBSITES IN ESTONIA

2012 ◽  
Vol 4 (1) ◽  
pp. 7-20
Author(s):  
Maret Ahonen
Keyword(s):  
Organizational Development ◽  
Formal Education ◽  
Management Education ◽  
Management Training ◽  
Training And Development ◽  
Training Methods ◽  
Mba Programs ◽  
Managerial Performance ◽  
Frequent Use ◽  
Hr Managers

Management education and MBA programs have been criticized for being rigor and having little effect on managerial performance, however little attention has been paid to management education provided by management training and development businesses often referred to as non-formal education providers. Since the studies on management training businesses are scarce, the exploratory study was conducted documenting the state of management training businesses’ activities in Estonia on the analysis of four focus issues: (1) the scope of training programs; (2) methods; (3) trainers and (4) organizational development. The data was collected from 26 management training businesses’ websites including 3 universities’ continuing education websites. The findings highlight the domination of soft skills, coaching as an increasingly used method, frequent use of contracted co-trainers and modest reflection of organizational development issues. The outcome contributes to the literature of management education, training and developing research providing preliminary insight on management training businesses activities. Additionally the results could be of practical use for HR managers in assessing overall capabilities of management training businesses. Key words: management training and development, non-formal management training, methods, programs, trainers.

scholarly journals Strategi Manajemen Pelatihan dan Pengembangan serta Pribadi Tenaga Pendidik dan Kependidikan

2020 ◽  
Vol 5 (2) ◽  
pp. 160-174
Author(s):  
M Angga Supratman ◽  
Gatot Sujono ◽  
Fadly Usman
Keyword(s):  
Role Model ◽  
Institutional Environment ◽  
Implementation Process ◽  
Field Research ◽  
Management Training ◽  
Training And Development ◽  
Training Methods ◽  
Self Reflection ◽  
Self Confidence ◽  
Personal Management

International School Of Taraf International Amanatul Ummah is one of the schools that continues to produce quality students as evidenced by their achievements in both academic and non-academic fields. Therefore, the purpose of this study is to analyze: Strategies, results, and factors supporting and inhibiting training and development management as well as the personality of educators and education personnel. This research is a field research with a qualitative approach, from the informants of the School Coordinator, Educators and Education and Students. The results showed that 1) Management training and development through the following stages: Planning, namely a School Idiom, participatory management, formation of subject teacher deliberations, internal-external training. The implementation process, through needs assessment, provides encouragement and confidence, conditions the learning environment, ensures training implementation, selects training methods, evaluates training programs. The result, through transfers of knowledge, is accomplished. Factors. Supporters; personal teachers, institutions. Blocker; teacher teaching time, teacher vacation time. Meanwhile, 2) personal management of teachers through the following stages: Planning, from the Coordinating School of International Taraf, namely annual meeting discussions, teacher selection materials, creating a culture of partnership, building a climate. As for the teacher through the institutional environment, motivation from outside. The implementation steps, from the coordinator of the International Bertaraf School, namely selecting personal teachers, holding seminars, meeting regulations, building self-confidence, establishing communication, starting from oneself, respecting time, having a social spirit. As for the teacher, namely understanding competence, maintaining dignity, instructive reprimand, students a source of inspiration, wisely admonishing coworkers, giving encouragement help, establishing good relationships with superiors, self-reflection. Factors. Supporters; environment, peer teachers, motivation. Blocker; genetic factors, saturation factors. Result. International Traffic School teachers, Amanatul Ummah, in their competence have been very helpful in terms of learning and as a good role model.

Is executive coaching more effective than other management training and development methods?

2017 ◽  
Vol 55 (10) ◽  
pp. 2149-2162 ◽  
Author(s):  
Izaskun Rekalde ◽  
Jon Landeta ◽  
Eneka Albizu ◽  
Pilar Fernandez-Ferrin
Keyword(s):  
Development Strategy ◽  
Executive Coaching ◽  
Management Training ◽  
Training And Development ◽  
Content Type ◽  
Management Behaviour ◽  
The One ◽  
Hr Managers ◽  
Behaviour Changes ◽  
Development Methods

Purpose The purpose of this paper is to present an analysis of the results of applying executive coaching (EC) as a management competency training and development strategy, setting up a comparison with other known training and development methods. Design/methodology/approach A dual sample is used. On the one hand, information is collected from a sample of 100 managers who participated as coachees in an EC process. On the other hand, the study provides the opinions of 236 HR managers as prescribers and promoters of company executive training and development actions. Findings The results suggest that EC is an effective management training and development method (MTDM). Furthermore, it is confirmed to be more effective than the rest of the techniques analysed in relation with sustained and observable management behaviour changes, whilst also providing advantages and drawbacks in its use. Practical implications Coaching seems to provide the most effective method for altering a selected number of concrete managerial behaviours, although its cost, length, and specificity limit its capacity to be used exclusively as a tool for continuous and generalised management training. Originality/value In addition to incorporating two different samples and points of view within the analysis, this work contributes evidence regarding behaviours addressed in EC processes – a feature that has received little analysis in the academic literature – and breaks new ground by comparing the results of this method with other MTDMs in terms of their degree of effectiveness in attaining observable and lasting behaviour changes.

Investment in management training and development by small businesses

1999 ◽  
Vol 21 (3) ◽  
pp. 296-311 ◽  
Author(s):  
John Loan‐Clarke ◽  
Grahame Boocock ◽  
Alison Smith ◽  
John Whittaker
Keyword(s):  
Small Businesses ◽  
Management Training ◽  
Training And Development

scholarly journals Responsible leadership in management education: A design-based research study

2017 ◽  
Vol 1 (1) ◽  
Author(s):  
Saskia Raatz ◽  
Dieter Euler
Keyword(s):  
Ethical Issues ◽  
Management Education ◽  
Educational Practice ◽  
Modern Society ◽  
Research Process ◽  
Structured Learning ◽  
Responsible Leadership ◽  
Mba Programs ◽  
Starting Point ◽  
Executive Mba

In recent years, the quality of management education in general, and particularly of MBA and Executive MBA programs, has been called into question. There are serious doubts about universities’ ability to give students the competencies they need to deal with complex problems in modern society. One part of the discussion focuses on ethical issues and the process through which students develop values and attitudes. In line with the economic crisis, there has been increasing interest in the development of learners’ attitudes to responsibility. We report the results of a study that starts with an ambitious and yet ill-structured learning goal in a demanding educational practice area: How can pedagogical interventions in management education be designed to promote learners' attitudes to responsible leadership? As a starting point, there are neither consensual definitions of responsible leadership nor substantial theories available to design promising interventions. De-sign-based research (DBR) provides a structured process to deal with research problems, starting with innovative but imprecisely defined objectives and unknown ways to reach them. We introduce the DBR design and describe the research process and results from a project conducted at St.Gallen University’s Executive MBA program. In close collaboration with practitioners, interventions evolved through multiple cycles of development, testing and refinement with the pursuit of theory-building and practical innovation.

scholarly journals Measuring impacts of an holistic farm business management training program

2004 ◽  
Vol 44 (6) ◽  
pp. 531 ◽  
Author(s):  
D. Cameron ◽  
S. A. Chamala
Keyword(s):  
Formal Education ◽  
Business Management ◽  
Management Training ◽  
Self Directed Learning ◽  
Study Approach ◽  
Management Objectives ◽  
Directed Learning ◽  
Highly Correlated ◽  
Farm Business ◽  
The Impact

A case study approach within an action research framework incorporating qualitative and quantitative domains was adopted to explore the impact on Queensland farmers of a farm business management extension programme. Three new indices were developed to quantify changes perceived by participants. The first measure, the Bennett Change Index, provided statistically significant evidence that attitudinal and behavioural changes were more frequent in participants with less formal education, but also more frequent in participants who had high urbanisation and self-directed learning index scores. The other 2 new indices, Management Constructs Change and Management Objectives Change, provided evidence of statistically significant changes in participant beliefs about, and attitudes towards, farm business management. Although highly correlated with each other, these changes were unrelated statistically to any of 6 other commonly used biographical or psychometric indices employed; including level of formal education. It is concluded that these new measures, with context-relevant modifications, have potential as aids to programme impact evaluation in a range of agricultural and wider applications. They may provide insights into personal psychological issues that complement direct behavioural measures of change.

scholarly journals A score card approach to management education accreditation

2016 ◽  
Vol 2 (12) ◽  
pp. 1 ◽  
Author(s):  
MSS EL Namaki
Keyword(s):  
Management Education ◽  
The United States ◽  
Balanced Score Card ◽  
Mba Programs ◽  
Business Programs ◽  
Program Accreditation ◽  
Score Card ◽  
The Us ◽  
The Balanced Score Card ◽  
Conceptual Foundations

Accreditation of business programs and institutions is a powerful industry in the United States and Europe. The industry has massive followers and holds sway over the fate of many an institution. World wide data are not easily accessible but some figures are indicative of the scale and scope of the industry. It is estimated that there are over 4,000 MBA programs in the US, offered by 454 institutions (AACSB, 2014). A multiple of that exists worldwide. Each and every of those institutions needs accreditation or a confirmation of the conformity of the institutional framework, the conversion process and the ultimate outcome with specific standards. The problem, however, is that the standards and those who measure them, have run out of steam, an issue that attracted many including some US politicians(WSJ, July 8, 2015). The following article explores today’s accreditation practice flaws and the potential for a substitute. The article starts with a brief critique of current practice. This is followed by an analysis of the three conceptual foundations of a substitute: systems thinking, metrics and the balanced score card. This alternative blends those conceptual foundations and suggests a novel accreditation instrument: the Program Accreditation Score card or PAS. The article further explores the tenants of this novel instrument and explores its applied dimensions. The article relies on several works on the issue of the accreditation of management education efforts. It refers to existing approaches practiced by key accreditation market leaders and explores some contextual literature. The article could lead to the introduction of a structural change in the conceptual framework and the operational tools of the management education accreditation industry.

scholarly journals Educational Impact of Research

2021 ◽  
Vol 28 (97) ◽  
pp. 233-240
Author(s):  
Marcelo de Souza Bispo ◽  
Eduardo Paes Barreto Davel
Keyword(s):  
Common Good ◽  
Formal Education ◽  
Management Education ◽  
Academic Research ◽  
Point Of View ◽  
Educational Impact ◽  
Social Actors ◽  
Educational Vision ◽  
The World ◽  
The Common

Abstract To think about the impacts of academic research on education is to think dynamically: education affects the ways of doing research (from the point of view of formal education) and is affected by research results that are little predictable and perceived due to constant negotiations among social actors in their daily socializations in different contexts. Management education (formal, non-formal and informal) affects and is affected by conflicting views of the world, which are produced within the field of management itself and whose impact as “beneficial” is not just a matter oriented primarily by economic, instrumental and financial aspects, but also for a negotiated understanding of the world that moves towards the common good. All research must be concerned with its power to affect educational vision and practice, directly or indirectly. How can this concern become perennial and central to the practice of academic research?

scholarly journals People Management in the Development Training Process in Organizations / Gestão de Pessoas no Processo de Treinamento para Desenvolvimento nas Organizações

2020 ◽  
Vol 14 (51) ◽  
pp. 680-688
Author(s):  
Rhayana Claudyelle Carneiro Duarte ◽  
Edney Loiola ◽  
Diego Carvalho Viana
Keyword(s):  
Literature Review ◽  
Organizational Development ◽  
Training And Development ◽  
Training Process ◽  
Training Opportunity

The importance of training and development in organizations points out the main deficiencies that can occur with the lack of them, for the employee.  The main objective of this literature review is to analyze the relevance of the training opportunity for improvements to employees and organizational development. Training permeates valuation and guarantees development within the company by resulting in motivation among them, generating a differential in the quality of the product or service in the market in which it operates. 

scholarly journals Implementasi Pengembangan Pojok Wirausaha Mahasiswa Sebagai Business Centre Berbasis Online Web Marketing Di Universitas Muhammadiyah Riau

2020 ◽  
Vol 4 (2) ◽  
pp. 266-275
Author(s):  
Jusnita Jusnita ◽  
Siti Samsiah ◽  
Asrinda Amalia ◽  
Edo Aribe
Keyword(s):  
Development Program ◽  
Management Training ◽  
Online Marketing ◽  
Training Methods ◽  
Business Training ◽  
Student Entrepreneurship ◽  
Business Meetings ◽  
Approach Method ◽  
Business Entities ◽  
Business Financing

The objectives of the Muhammadiyah Riau University (PPK UMRI) Entrepreneurship Development Program are to create new independent entrepreneurs based on web online marketing, increase the network between university entrepreneurship and industrial communities, and create entrepreneurship training methods that are suitable for UMRI students who already have businesses or are just starting out. effort. The approach method used in this activity is entrepreneurship and business training, entrepreneurship coaching, internships at partner companies, building networks and partnerships with partner companies, production and marketing management training, web-based online marketing business meetings and business consultations with guidance, supervision of tenants, tenant business financing techniques, patterns of providing technology assistance and problem solving methods. From this activity, results were obtained in the form of growing interest and motivation for student entrepreneurship, the creation of five new entrepreneurial students in the second year of 2020 who were ready to compete in the community, growing creativity and interest in students to form business entities, building networking between CSR funders and tenants of PPK UMRI students. 

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