A study of effective management development delivery systems utilized in selected private and public sector organizations

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dc.contributor.advisor Shipman, Charles D. en_US
dc.contributor.author Harman, Lee A. en_US
dc.date.accessioned 2011-06-03T19:26:25Z
dc.date.available 2011-06-03T19:26:25Z
dc.date.created 1988 en_US
dc.date.issued 1988
dc.identifier LD2489.Z64 1988 .H37 en_US
dc.identifier.uri http://cardinalscholar.bsu.edu/handle/handle/176616
dc.description.abstract The purpose of the study was to compare and contrast current management development delivery systems in the public sector with the private sector. Data was gathered through on-site interviews with five private and five public sector organizations. The organizations were selected for the study with the help of expert panels. Panel members also assisted in refining the structured interview guide used to collect data.Data obtained by the interviews were analyzed using a binomial test for differences in proportion to determine significant differences between responses of the public sector and the private sector interviewees. Open ended questions were compared and reported in narrative form.Data collected support the following conclusions:1. The importance of involving individual participants in planning for management development programs has been shown.2. A number of practices endorsed by respondents and identified in the data may serve as components of a model for program implementation.3. The literature supports the need to correlate management development activitites to events-based, on-the-job activities.4. A weakness appears to exist in current management development programs in regard to the lack of use of personal recognition as an incentive.5. The literature cites the need to increase funds for future programming needs.6. Changes in salary/wage policies may need to occur.7. Ambiguous goals are a reason for the failure of many management development programs.8. Evaluation techniques are utilized to assess individual program offerings rather than to measure improvement in on-the-job performance.9. Raise in income is preferred as an incentive in the public sector.10. Promotion is preferred as an incentive in the private sector.11. Development programs are hindered by a perceived lack of available time. en_US
dc.description.sponsorship Department of Educational Administration and Supervision
dc.format.extent 3, viii, 152 leaves ; 28 cm. en_US
dc.source Virtual Press en_US
dc.subject.lcsh Executives -- Training of. en_US
dc.subject.lcsh School administrators -- Training of. en_US
dc.title A study of effective management development delivery systems utilized in selected private and public sector organizations en_US
dc.description.degree Thesis (D. Ed.) en_US
dc.identifier.cardcat-url http://liblink.bsu.edu/catkey/535896 en_US


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  • Doctoral Dissertations [3121]
    Doctoral dissertations submitted to the Graduate School by Ball State University doctoral candidates in partial fulfillment of degree requirements.

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