Evaluating Management Development, Training, and EducationEasterby-Smith (management learning, Lancaster U., England) presents a comprehensive guide to evaluating management development and training. He explains the technical aspects of the various methods, but more importantly, surveys the politics of using evaluations, the range of purposes they may be put to, and the effects of different contexts. Updated from the 1986 edition to incorporate the Management Charter Initiative, competence-based training, and new case studies. Annotation copyright by Book News, Inc., Portland, OR |
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Contents
Introduction | 3 |
Purposes and styles of evaluation | 13 |
A framework for evaluation | 47 |
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able action activity aimed analysis answers approaches appropriate asked aspects assessment attempt become changes chapter clients closed collection complete conducted considerable considered context course critical decisions direct discussed effect elements evaluation evaluation studies example experience Figure given grid ideas identify important improving indicate individuals intended interest interpretation interviews involved issues kind largely lead learning less looking management development management training measures ment methods nature normally objectives observations organization outcomes participants particular performance political possible practice problem procedures produced programme proving questionnaires questions range reasons recorded relation reports response role sampling scales schools seems seen selection significant skills specific stakeholders successful taken takes place techniques tests things tutors