Abstract
Managers work to accomplish the goals of an organization through the use of a number of technical, financial, material, and human resources. In the past, managerial competency in the domains of planning, organizing, controlling, and directing enabled managers to meet the challenges of the job. However, today’s environment makes tougher demands on managers. A manager must operate within the complex labyrinth created by an increasingly competitive marketplace, rapid change, sophisticated technologies, and a diverse work force with new kinds of expectations. Managers must contend with changing organizational structures and the demands of outside influencers such as government regulators, the media, and unions. Also, today’s manager is being held accountable for direct contributions to the “bottom line” Executive operating committees want to see measured results from individual management performance.
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Preview
Unable to display preview. Download preview PDF.
References
Bolt, J. F. Tailor executive development to strategy. Harvard Business Review, 1985, 63 (6), 168–176.
Brademas, D.J. An evaluation of management development training program. NSPI Journal, 1982, 21 (8), 12–14.
Bunker, K. A., & Cohen, S. L. Evaluating organizational training efforts: Is ignorance really bliss? Training and Development Journal, 1978, 32, 325–341.
Campbell, J. P., Dunnette, M. D., Lawler, E. E., & Weick, K. E. Managerial behavior, performance, and effectiveness. New York: McGraw Hill, 1970.
Clement, R. W., Evaluating the effectiveness of management training: Progress during the 1970’s and prospects for the 1980’s. Human Resource Management, 1981, 20 (2), 8–13.
Crowe, D. F., Ferris, G. R., Miller, R. L., & Urban, T. F. Management training: Justify costs or say goodbye. Training and Development Journal, 1985, 39 (3), 68–71.
Easterby-Smith, M., The evaluation of management education and development: An overview. Personnel Review, 1981, 10 (2), 28–36.
Feuer, D. Where the dollars go. Training, 1985, 22 (2), 45–53.
Kirkpatrick, D. (Ed.). Evaluating training programs. Madison, WI: American Society for Training and Development, 1975.
Suchman, E. A. Action for what? A critique of evaluative research. In C. H. Weiss, Evaluating action programs, Boston: Allyn & Bacon, Inc., 1972.
Watson, C. E. Management development through training. Reading, MA: Addison-Wesley Publishing Company, 1979.
Woddington, D. Impressions of evaluations of training in industry. Phi Delta Kappan, 1980, 326–328.
Author information
Authors and Affiliations
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 1987 Kluwer Academic Publishers
About this chapter
Cite this chapter
Kilmurray, J.A., Lambert, J.T. (1987). Management Education: An Emerging Role for Systematic Evaluation. In: May, L.S., Moore, C.A., Zammit, S.J. (eds) Evaluating Business and Industry Training. Evaluation in Education and Human Services, vol 17. Springer, Dordrecht. https://doi.org/10.1007/978-94-011-7423-7_10
Download citation
DOI: https://doi.org/10.1007/978-94-011-7423-7_10
Publisher Name: Springer, Dordrecht
Print ISBN: 978-94-011-7425-1
Online ISBN: 978-94-011-7423-7
eBook Packages: Springer Book Archive