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Management development of senior executives Methods and their effectiveness

Management development of senior executives Methods and their effectiveness Purpose – The purpose of this paper is to discover the preferences for management development methods used in the development of senior managers, and to discover the perceived effectiveness, as well as strengths and weaknesses, of different methods. Design/methodology/approach – The study can be classified as a quantitative internet‐survey study, which also benefits from qualitative data through open‐ended questions. The sample of the study consisted of 2,500 senior managers of which 878 participated in the study. Findings – The results indicate that the dominance of traditional short‐term management development activities continues while more longitudinal methods emphasizing experience‐based learning were reported to be more effective in supporting the development of senior managers. In addition, various key strengths and weaknesses of different methods were identified. Research limitations/implications – In future research, more in‐depth and longitudinal qualitative analysis of different management development methods would be useful to complement the understanding of such methods and their effectiveness. Practical implications – Through the empirical analysis of the effectiveness of the management development methods, as well as their strengths and weaknesses, the paper provides useful information to organizations and experts about providing management development programs at the senior management level. Originality/value – The paper provides latest information concerning the use of different management development methods, and increases the understanding about the characteristics and effectiveness of different management development methods at the senior management level. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Personnel Review Emerald Publishing

Management development of senior executives Methods and their effectiveness

Personnel Review , Volume 37 (4): 18 – Jun 6, 2008

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References (42)

Publisher
Emerald Publishing
Copyright
Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
ISSN
0048-3486
DOI
10.1108/00483480810877561
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to discover the preferences for management development methods used in the development of senior managers, and to discover the perceived effectiveness, as well as strengths and weaknesses, of different methods. Design/methodology/approach – The study can be classified as a quantitative internet‐survey study, which also benefits from qualitative data through open‐ended questions. The sample of the study consisted of 2,500 senior managers of which 878 participated in the study. Findings – The results indicate that the dominance of traditional short‐term management development activities continues while more longitudinal methods emphasizing experience‐based learning were reported to be more effective in supporting the development of senior managers. In addition, various key strengths and weaknesses of different methods were identified. Research limitations/implications – In future research, more in‐depth and longitudinal qualitative analysis of different management development methods would be useful to complement the understanding of such methods and their effectiveness. Practical implications – Through the empirical analysis of the effectiveness of the management development methods, as well as their strengths and weaknesses, the paper provides useful information to organizations and experts about providing management development programs at the senior management level. Originality/value – The paper provides latest information concerning the use of different management development methods, and increases the understanding about the characteristics and effectiveness of different management development methods at the senior management level.

Journal

Personnel ReviewEmerald Publishing

Published: Jun 6, 2008

Keywords: Management development; Training methods; Senior management; Finland

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