Management Development Evaluation and Effectiveness

Abstract

Suggests that management development evaluation is fraught with problems as the relationship between cause and effect is impossible to prove when the subjects are human beings and they and their environment are a complex morass of variables. Describes the difficulties of designing an evaluation along traditional lines and suggests an innovative methodology, based on sound academic principles, which is user friendly to the practitioner. The methodology, a management development diary, has been developed and piloted in the UK. Discusses the development of the design and its application and considers the strengths and limitations of the product, both as an evaluation instrument and as an aid to management effectiveness.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 22 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.