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Management Training (management + training)
Selected AbstractsThe Role of Formal Education, Technical and Management Training on Information Systems (IS) Managers' Managerial Effectiveness as Perceived by Their SubordinatesPERFORMANCE IMPROVEMENT QUARTERLY, Issue 1 2007Jerry Ligon This study examined the relationship between Information Systems (IS) managers' formal education, level of technical and managerial training and their managerial effectiveness as perceived by their subordinates. The study finds that there is a strong positive relationship between the amount of technical training IS managers have received and their managerial effectiveness as perceived by their subordinates. There is also a significant relationship between IS managers' level of managerial training and their subordinates' perception of their managerial effectiveness. The managers' level of formal education was not found to have a significant relationship to the subordinates' perceived level of (their) managerial effectiveness. Finally, a regression model has been proposed to measure Information System managers'managerial effectiveness. [source] Overdose training and take-home naloxone for opiate users: prospective cohort study of impact on knowledge and attitudes and subsequent management of overdosesADDICTION, Issue 10 2008John Strang ABSTRACT Aim To examine the impact of training in overdose management and naloxone provision on the knowledge and confidence of current opiate users; and to record subsequent management of overdoses that occur during a 3-month follow-up period. Design Repeated-measures design to examine changes in knowledge and confidence immediately after overdose management training; retention of knowledge and confidence at 3 months; and prospective cohort study design to document actual interventions applied at post-training overdose situations. Method A total of 239 opiate users in treatment completed a pre-training questionnaire on overdose management and naloxone administration and were re-assessed immediately post-training, at which point they were provided with the take-home emergency supply of naloxone. Three months later they were re-interviewed. Results Significant improvements were seen in knowledge of risks of overdose, characteristics of overdose and appropriate actions to be taken; and in confidence in the administration of naloxone. A 78% follow-up rate was achieved (186 of 239) among whom knowledge of both the risks and physical/behavioural characteristics of overdose and also of recommended management actions was well retained. Eighteen overdoses (either experienced or witnessed) had occurred during the 3 months between the training and the follow-up. Naloxone was used on 12 occasions (a trained client's own supply on 10 occasions). One death occurred in one of the six overdoses where naloxone was not used. Where naloxone was used, all 12 resulted in successful reversal. Conclusions With overdose management training, opiate users can be trained to execute appropriate actions to assist the successful reversal of potentially fatal overdose. Wider provision may reduce drug-related deaths further. Future studies should examine whether public policy of wider overdose management training and naloxone provision could reduce the extent of opiate overdose fatalities, particularly at times of recognized increased risk. [source] NONPROFIT EMPLOYEES' MACHIAVELLIAN PROPENSITIESFINANCIAL ACCOUNTABILITY & MANAGEMENT, Issue 3 2009Pamela C. Smith Nonprofit organizations are held to high ethical standards due to their charitable missions serving the common good. Incidents of fiscal mismanagement within the nonprofit sector make it relevant to assay the ethical principles of employees. This study examines the level of Machiavellian propensities of US nonprofit employees. Results indicate Machiavellian propensities do exist in certain nonprofit employees and these employees agree with questionable behavior. Policy makers and oversight agencies may find these results useful in developing corporate governance and accountability measures for nonprofit organizations. Furthermore, board of director members may use these results to monitor employee actions and address management training. [source] Small business, small minded?INTERNATIONAL JOURNAL OF TOURISM RESEARCH, Issue 2 2001Training attitudes, hospitality industry, needs of the tourism Abstract The Australian tourism and hospitality industry consists of at least 80% small business operators scattered over a wide range of urban and rural environments, consequently it has not been easy for training providers to assess accurately the needs of the industry as a whole and provide specialised programmes. During 1996, Tourism Training Victoria conducted a survey of training needs of tourism and hospitality operators. Results indicate that there is a shortage of skilled staff and owner-managers with little management training or qualifications, who nonetheless recognise their shortcomings and needs for further education and training, particularly in the marketing and business areas. Barriers to further training include the cost of training and inflexibility of hours and place of delivery. Copyright © 2001 John Wiley & Sons, Ltd. [source] The role of the instructor in business games: a comparison of face-to-face and online instructionINTERNATIONAL JOURNAL OF TRAINING AND DEVELOPMENT, Issue 3 2010Ana Beatriz Hernández This study analyses the role of the instructor in the e-learning process fostered by a business game. To achieve this objective, a comparative analysis was conducted with two groups of students regarding their perceptions of the instructor's role in a business game. The first group was composed of 33 participants and facilitated by an instructor in a face-to-face process. The second group was composed of 23 participants and facilitated by the same instructor online. Our results indicate that the students' assessment of the role of the instructor is clearly different in both cases: the face-to-face group valued the relevance of the instructor's role in the learning process more highly than the online group. Our findings also highlight the importance of the instructor's role in improving the students' learning experience and suggest that extra efforts by online instructors are needed to maximize the e-learning process through business games in management training. [source] A model for evaluating the effectiveness of middle managers' training courses: evidence from a major banking organization in GreeceINTERNATIONAL JOURNAL OF TRAINING AND DEVELOPMENT, Issue 4 2009Ekaterini Galanou Contemporary management thinking embraces the organizational training theory that sustainable success rests, to a great extent, upon a systematic evaluation of training interventions. However, the evidence indicates that few organizations take adequate steps to assess and analyse the quality and outcomes of their training. The authors seek to develop the existing literature on training evaluation by proposing a new model, specific to management training, which might encourage more and better evaluation by practitioners. Their thesis is that training evaluation is best if it can be based on criteria derived from the objectives of the training and they draw on the management effectiveness literature to inform their proposed model. The study seeks to examine the effect of six evaluation levels , reactions, learning, job behaviour, job performance, organizational team performance and some wider, societal effects , in measuring training interventions with regard to the alterations to learning, transfer and organizational impact. The model was tested with data obtained from 190 middle managers employed by a large banking organization in Greece and the results suggest that there is considerable consistency in the evaluation framework specified. The paper discusses these results and draws conclusions about their practical implications. The study's limitations are considered and some future research needs identified. [source] Incident Command Skills in the Management of an Oil Industry Drilling Incident: a Case StudyJOURNAL OF CONTINGENCIES AND CRISIS MANAGEMENT, Issue 3 2005M.T. Crichton The successful management of a complex, hazardous event in many domains demands a high level of incident command skills. In the oil and gas exploration and production industry, these skills were required by members of an Incident Management Team (IMT) established to respond the failure of a drilling riser in the Gulf of Mexico. When an incident occurs, members of an industrial IMT form an interdisciplinary, interdependent, but ad-hoc team. As actual experience of dealing with major incidents of this nature is relatively rare, IMT members have to rely on emergency exercises in training, along with existing domain-specific knowledge. Following a serious incident on an offshore drilling rig, semi-structured interviews with the on-shore strategic and tactical level IMT members (n=7) were conducted. These interviews have resulted in the identification and definition of incident command skills for members of an industrial IMT, namely decision making, situation awareness, communication, leadership, and teamwork, all of which can be affected by stress, as well as organisational factors that influenced the outcome of the incident. Limitations in current incident management training were identified, namely the need for specific incident command skills training. A framework is suggested around which specific incident command skills training can be structured. Key learnings from this case study are also presented which can provide guidance for the training and preparation of industrial incident management teams. [source] Value creation by building an intraorganizational common frame of reference concerning project managementPROJECT MANAGEMENT JOURNAL, Issue 3 2009Pernille Eskerod Abstract In this article, we suggest that organizations should not focus on selecting between various project management approaches, tools, or behaviors. Instead, we claim that the real benefit from project management implementations comes from the mere creation of a common frame of reference. Based on four case studies, we identify elements that enhance such a common frame of reference: (1) a common project management model, (2) common project management training, (3) common project management examinations/certifications, and (4) activities for knowledge sharing. Values created, especially when the application of the elements was mandatory, were better communication, better customer satisfaction, and easier knowledge sharing. [source] An evaluation of an aggression management training program to cope with workplace violence in the healthcare sectorRESEARCH IN NURSING & HEALTH, Issue 4 2008Janneke K. Oostrom Abstract Workplace violence is a major occupational hazard for healthcare workers, generating a need for effective intervention programs. The purpose of this study was to evaluate the effectiveness of an aggression management training program. The evaluation design was based on the internal referencing strategy, an unobtrusive and applicable evaluation method that rules out some major threats to internal validity without the need for a control group. On three occasions, training participants completed a questionnaire containing experimental and control variables. As hypothesized, there was a significant improvement in the experimental variables that was larger than the non-significant change in the control variable. We conclude that aggression management training may be an effective instrument in the fight against workplace violence. © 2008 Wiley Periodicals, Inc. Res Nurs Health 31:320,328, 2008 [source] Methodological issues in the recruitment of cancer pain patients and their caregiversRESEARCH IN NURSING & HEALTH, Issue 3 2006Sean Ransom Abstract Published pain management guidelines recommend that caregivers of cancer pain patients be provided pain management education, but little is known about the utility of providing such information. This study examined recruitment and retention of cancer pain patients and caregivers for a randomized clinical trial that provided psychoeducation and stress management training to caregivers. Of 397 patient/caregiver dyads screened, only 22 (5.5%) were study eligible, consented to participate, and completed the study. A variety of problems hampered successful participation, including a high proportion of non-cancer-related pain syndromes among patients, a high proportion of patients without caregivers, and participants' perception of study burden. Results suggest that researchers should recruit from a broad patient base and limit study burden on participants. © 2006 Wiley Periodicals, Inc. Res Nurs Health 29:190,198, 2006 [source] Parent management training, treatment for oppositional, aggressive, and antisocial behaviour in children and adolescentsTHE JOURNAL OF CHILD PSYCHOLOGY AND PSYCHIATRY AND ALLIED DISCIPLINES, Issue 5 2006Stephen Scott No abstract is available for this article. [source] Product Development and Learning in Project Teams: The Challenges Are the Benefits,THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 2 2009Amy C. Edmondson The value of teams in new product development (NPD) is undeniable. Both the interdisciplinary nature of the work and industry trends necessitate that professionals from different functions work together on development projects to create the highest-quality product in the shortest time. Understanding the conditions that facilitate teamwork has been a pursuit of researchers for nearly a half century. The present paper reviews existing literature on teams and team learning in organizational behavior and technology and innovation to offer insights for research on NPD teams. Building on prior work, the organizational benefits of NPD teams are summarized, and five attributes of these teams are identified that hinder attainment of their potential: (1) project complexity; (2) cross-functionality; (3) temporary membership; (4) fluid team boundaries; and (5) embeddedness in organizational structures. It is argued here that effective management of these five attributes allows not only organization-level benefits but also team-level benefits in the form of new capabilities and team member resilience. The critical roles of leadership and of communication and conflict management training are then highlighted as strategies for overcoming the challenges to team effectiveness in NPD as well as for realizing five team benefits: (1) project management skills; (2) broad perspective; (3) teaming skills; (4) expanded social network; and (5) boundary-spanning skills. The paper concludes with a discussion of the implications of these ideas for conducting future team research. [source] Things to Do Today . . . : A Daily Diary Study on Task Completion at WorkAPPLIED PSYCHOLOGY, Issue 2 2010Brigitte J.C. Claessens Relatively little is known about how goals in complex jobs are translated into action and how they are completed in real life settings. This study addressed the question to what extent planned work may actually be completed on a daily basis. The completion of daily work goals was studied in a sample of 878 tasks identified by 29 R&D engineers with the help of a daily diary. Multilevel analysis was used to analyse the joint effect of task attributes, perceived job characteristics, and personality attributes on the completion of planned work goals. At the level of task attributes, we found that priority, urgency, and lower importance were related to task completion, and at the individual level, conscientiousness, emotional stability, and time management training. Task completion was not related to task attractiveness, workload, job autonomy, planning, or perceived control of time. On connaît relativement peu de choses sur la manière dont les objectifs dans des tâches complexes sont traduites en action et sur la manière dont elles sont accomplies dans le cadre de la vie quotidienne. Cette étude a abordé la question de savoir dans quelle mesure les travaux prévus peuvent être effectivement achevés dans la vie quotidienne. Pour ce faire, un échantillon de 878 tâches a été identifié par 29 ingénieurs R&D à l'aide d'un journal quotidien. Une analyse multi niveau a été réalisée pour étudier l'effet conjoint des caractéristiques de la tâche et des caractéristiques de la personnalité sur l'accomplissement des objectifs d'un travail planifié. Au niveau des caractéristiques de la tâche, nous trouvons que l'accomplissement de la tâche est liéà la priorité, l'urgence et une importance basse et au niveau individuel à la conscience, la stabilitéémotionnelle et à la gestion du temps. L'accomplissement de la tâche n'est pas liéà son attrait, à la charge de travail, à l'autonomie au travail ou au contrôle du temps perçu. [source] Medication adherence skills training for middle-aged and elderly adults with bipolar disorder: development and pilot studyBIPOLAR DISORDERS, Issue 6 2007Colin A Depp Objectives:, To present the rationale, development, and pilot study of a medication adherence skills training (MAST-BD) intervention for older adults with bipolar disorder (BPD). We developed a 12-week manualized group intervention that combined educational, motivational, medication management skills and symptom management training adapted for older adults. Methods:, Among 21 older outpatients with BPD (mean age = 60 years; SD = 6), the feasibility and acceptability of MAST-BD were assessed in a quasi-experimental clinical trial. We also obtained preliminary effect sizes associated with pre,post change on measures of self-reported adherence to psychiatric medications, performance-based medication management ability, attitudes toward medication, depressive and manic symptoms, and health-related quality of life. Results:, At baseline, 55% of participants reported recent non-adherence to psychiatric medications and were, on average, suffering from moderately severe depressive symptoms and minimal symptoms of mania. A total of 76% of participants completed the intervention, and 86% of sessions were attended by completers. Participants reported high levels of satisfaction with the intervention and manual. Pre,post improvement by small to medium effect sizes (Cohen's d = 0.30,0.57) was seen in medication adherence, medication management ability, depressive symptoms, and selected indices of health-related quality of life. Conclusions:, Notwithstanding the limitations of this small preliminary study, the results are encouraging in that the MAST-BD intervention was feasible, acceptable to patients, and associated with improvement in key outcomes. Suggestions for further development of medication adherence interventions for this neglected group of patients are discussed. [source] | ||||||||||||||||