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Management training: benefits and lost opportunities (part II)

Management training: benefits and lost opportunities (part II) Purpose – This paper aims to explore why organizations often focus little attention and resources on management training and provides a useful checklist of ways to close the managerial skills gap through training. Design/methodology/approach – Seasoned managers (278) in rapidly changing organizations were surveyed on their experiences with management training. Findings – A content analysis revealed the most frequently cited causes of why organizations fail to properly train their managers. Research limitations/implications – Generalization of these findings to non‐rapidly changing organizations may be limited. Practical implications – Results indicate that organizations fail to properly train managers for a host of reasons. Many of failures to train are caused by misconceptions about training needs, the ability of managers to handle their own training or the value of training to the organization compared with other efforts. Lack of accountability and poor implementation are other key reasons cited for training failures. Originality/value – The findings provide a useful list of the causes for ineffective training and the discussion focuses on ways to close the managerial skills gap. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Industrial and Commercial Training Emerald Publishing

Management training: benefits and lost opportunities (part II)

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Publisher
Emerald Publishing
Copyright
Copyright © 2005 Emerald Group Publishing Limited. All rights reserved.
ISSN
0019-7858
DOI
10.1108/00197850510584214
Publisher site
See Article on Publisher Site

Abstract

Purpose – This paper aims to explore why organizations often focus little attention and resources on management training and provides a useful checklist of ways to close the managerial skills gap through training. Design/methodology/approach – Seasoned managers (278) in rapidly changing organizations were surveyed on their experiences with management training. Findings – A content analysis revealed the most frequently cited causes of why organizations fail to properly train their managers. Research limitations/implications – Generalization of these findings to non‐rapidly changing organizations may be limited. Practical implications – Results indicate that organizations fail to properly train managers for a host of reasons. Many of failures to train are caused by misconceptions about training needs, the ability of managers to handle their own training or the value of training to the organization compared with other efforts. Lack of accountability and poor implementation are other key reasons cited for training failures. Originality/value – The findings provide a useful list of the causes for ineffective training and the discussion focuses on ways to close the managerial skills gap.

Journal

Industrial and Commercial TrainingEmerald Publishing

Published: Mar 1, 2005

Keywords: Management training; Management development; Organizational performance

References

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