Access the full text.
Sign up today, get DeepDyve free for 14 days.
G. Wills (1992)
Enabling Managerial Growth and Ownership SuccessionManagement Decision, 30
K. Culbertson, M. Thompson (1980)
An Analysis of Supervisory Training Needs.Training and development journal, 34
S. Carroll, Dennis Gillen (1987)
Are the Classical Management Functions Useful in Describing Managerial WorkAcademy of Management Review, 12
G. Latham (1988)
Human Resource Training and DevelopmentAnnual Review of Psychology, 39
E. Bernick, Randall Kindley, Karin Pettit (1984)
The Structure of Training Courses and the Effects of HierarchyPublic Personnel Management, 13
J. Ford, R. Noe (1987)
SELF‐ASSESSED TRAINING NEEDS: THE EFFECTS OF ATTITUDES TOWARD TRAINING, MANAGERIAL LEVEL, AND FUNCTIONPersonnel Psychology, 40
A. Keenan, T. Newton (1987)
Work difficulties and stress in young professional engineersJournal of occupational psychology, 60
M. Burke, Russell Day (1986)
A Cumulative Study of the Effectiveness of Managerial TrainingJournal of Applied Psychology, 71
M. Moore, Philip Dutton (1978)
Training Needs Analysis: Review and CritiqueAcademy of Management Review, 3
E. Stephan (1988)
HRD in the Fortune 500--A Survey.Training and development journal, 42
J. Bolt (1987)
Trends in Management Training and Executive Education: The Revolution ContinuesJournal of Management Development, 6
J. McEnery, J. McEnery (1987)
Self‐rating in management training needs assessment: A neglected opportunity?Journal of occupational psychology, 60
The present project concerned the assessment of senior and middlelevel managers training needs by selfreport questionnaire, and thelink between such identified needs and managers preferences fortraining strategies. It was found that seniorand middlelevel managersrated the degree of training they needed as less than their supervisorsrated for their positions. Selfreported training needs could bedescribed by an overall general management dimension, whereas managerspreferred training strategies were separate and specific. Managerspreferred training strategies and attitudes towards training were notrelated to their training needs.
Journal of Management Development – Emerald Publishing
Published: May 1, 1991
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.