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Journal articles on the topic 'Management development programs'

Author: Grafiati

Published: 4 June 2021

Last updated: 8 February 2022

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1

Shaw, Margaret, and John Patterson. "Management-Development Programs." Cornell Hotel and Restaurant Administration Quarterly 36, no. 1 (1995): 34–39. http://dx.doi.org/10.1177/001088049503600116.

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2

Larsen, Henrik Holt, Manuel London, Marc Weinstein, and Sumita Raghuram. "High-Flyer Management-Development Programs." International Studies of Management & Organization 28, no. 1 (1998): 64–90. http://dx.doi.org/10.1080/00208825.1998.11656727.

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3

Cunningham, Colleen. "Designing effective management-development programs." Employment Relations Today 38, no. 4 (2012): 27–33. http://dx.doi.org/10.1002/ert.20362.

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4

Kaziliūnas, Adolfas. "The Knowledge Management Process for Implementing Quality Improvement Programs." Informacijos mokslai 62 (January 1, 2012): 97–108. http://dx.doi.org/10.15388/im.2012.0.1580.

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The importance of quality to any and all organizations is well known, and it is necessary to teach employees quality discipline. However, the analysis of literature indicates that many of quality improvement programs are ineffective. This article discusses knowledge management processes for the organizational learning mechanisms that can help to plan and implement quality management programs more successfully. The processes are implemented in sequence for the development of knowledge management in an organization in which user needs and expectations are recognized as an input. The processes ar

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5

SHAW, M. "Management-development programs A Canadian perspective." Cornell Hotel and Restaurant Administration Quarterly 36, no. 1 (1995): 34–39. http://dx.doi.org/10.1016/s0010-8804(99)80055-x.

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6

Nurmatov, Azamat. "INNOVATION IN TRAINING AND DEVELOPMENT PROGRAMS OF UZBEKSITAN BANKS." INNOVATIONS IN ECONOMY 4, no. 8 (2021): 46–53. http://dx.doi.org/10.26739/2181-9491-2021-8-7.

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Recently, the importance of training and development as a part of Human Resource Management has developed significantly. Numerous companies concur that training and development is fundamental to organizational improvement and success cycle. On the other hand, the impact of training and development is thought little of in Central-Asian countries.Many companies in Uzbekistan have been putting center on hard skills of workers amid training and development sessions and dismissing the significance of soft skills. This article finds the value of soft skills of bank supervisors and officers and endea

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Samad, Nayyer, Sonny Nwankwo, and Ayantunji Gbadamosi. "Impact of Management Structure on Development Programs." Social Marketing Quarterly 19, no. 1 (2012): 40–51. http://dx.doi.org/10.1177/1524500412472494.

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This article examines the impact of management structure on the performance of population control program in Pakistan. Specifically, it explores the relationship between management structures and program outcomes in social marketing program (SMP) contexts. A combination of pattern matching and explanation building techniques for embedded case analysis was used and the data brought together in a reasoned form to provide an analysis and explanation of the focused topic. Management structures adopted for various SMPs for family planning were defined directly or indirectly by the funding agencies,

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Hunt, James W. "The case for management/executive development programs." Journal - American Water Works Association 94, no. 6 (2002): 52–56. http://dx.doi.org/10.1002/j.1551-8833.2002.tb09487.x.

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9

Carter, Jennifer K. "Job Development Programs." Journal of Career Development 21, no. 2 (1994): 127–30. http://dx.doi.org/10.1177/089484539402100207.

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Carter, Jennifer K. "Job development programs." Journal of Career Development 21, no. 2 (1994): 127–30. http://dx.doi.org/10.1007/bf02117435.

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11

Juhdi, Nurita, Farah Yazit, Wan Jamaliah Wan Jusoh, and Norizah Supar. "MANAGEMENT DEVELOPMENT PROGRAMS AND THE READINESS FOR CHANGES:." International Journal of Accounting and Business Management 4, no. 2 (2015): 376–84. http://dx.doi.org/10.24924/ijabm/2015.04/v3.iss1/376.384.

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12

Grzeda, Maurice M., and Tov Assogbavi. "Management Development Programs in Francophone Sub-Saharan Africa." Management Learning 30, no. 4 (1999): 413–29. http://dx.doi.org/10.1177/1350507699304002.

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13

Nurita, Juhdi, Wan Jamaliah Wan Jusoh, Norizah Supar, and Noor Hasni Juhdi. "Management Development Programs and the Aspired Management Style: A Study in Malaysia." Quality Innovation Prosperity 19, no. 2 (2015): 87. http://dx.doi.org/10.12776/qip.v19i2.607.

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<div><strong>Purpose:</strong> The study was to examine the relationship between management development programs and the management styles used by junior executives and young managers.</div><div> </div><div><strong>Design/methodology/approach:</strong> Data was collected using survey forms and all the respondents were below 45 years old. They were either professionals or holding middle to higher level positions.</div><div> </div><div><strong>Findings:</strong> Only mentoring had significant relationships

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14

Cox Edmondson, Vickie, Won S. Suh, and George Munchus. "Exceeding government‐mandated social programs: minority supplier development programs." Management Research News 31, no. 2 (2008): 111–24. http://dx.doi.org/10.1108/01409170810846830.

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15

Blakely, Gerald L., Cindy Lee Martinec, and Michael S. Lane. "Management development programs: The effects of management level and corporate strategy." Human Resource Development Quarterly 5, no. 1 (1994): 5–19. http://dx.doi.org/10.1002/hrdq.3920050103.

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16

Efremov, Andrey Aleksandrovich. "Principles of Project Management During the Design and Implementation of the Defense Industry Development Programs." Revista Gestão Inovação e Tecnologias 11, no. 4 (2021): 424–40. http://dx.doi.org/10.47059/revistageintec.v11i4.2118.

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17

Armstrong, Lesley E. "Organisational Career Development Programs and Practices." Australian Journal of Career Development 1, no. 1 (1992): 29–33. http://dx.doi.org/10.1177/103841629200100109.

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Employee career development programs are identified as a recently emerging human resource management process in Australia. A body of career theory predominantly from the United States informs the field but research indicates a gap between theory, organisational rhetoric and practice. An overview of career development practices in selected Australian organisations points to the recency of such programs. The research identifies a number of key factors related to successful program implementation and reveals the significant diversity of career planning and career management activities being under

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18

Compin, Nicholas S. "State DOT Performance Programs: From Program Development to Strategic Planning." International Journal of Public Administration 31, no. 6 (2008): 616–38. http://dx.doi.org/10.1080/01900690701640960.

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19

Trimble, John, Tapiwa Murambiwa, and Francisca Du Plessis. "New Curriculum Development in Operations Management." Balkan Region Conference on Engineering and Business Education 1, no. 1 (2019): 44–61. http://dx.doi.org/10.2478/cplbu-2020-0006.

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AbstractOperations management is growing in importance as an advanced studies discipline in Business and Management Schools and Departments. The structured masters program has particular appeal to working professionals with a business or engineering background. Structured masters programs in different areas of Management will serve as vital training for a young South African population preparing to engage in the 4th industrial revolution. Communication advances, particularly in information technology, have escalated the use of online and blended approaches to curriculum delivery. This research

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20

Brauer, Klaus. "Marketing the By‐Products of Development Programs." Journal of Business Strategy 13, no. 3 (1992): 45–48. http://dx.doi.org/10.1108/eb039493.

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21

Hershman, Marc J. "Seaport Development and Coastal Management Programs: A National Overview." Coastal Management 27, no. 2-3 (1999): 271–90. http://dx.doi.org/10.1080/089207599263866.

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22

Roe, Charles L. "Systems Engineering and Management of Multinational Cooperative Development Programs." INCOSE International Symposium 7, no. 1 (1997): 544–50. http://dx.doi.org/10.1002/j.2334-5837.1997.tb02217.x.

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23

Kumar, C. V. Sunil, and Srikanta Routroy. "Performance analysis of supplier development programs." Benchmarking: An International Journal 24, no. 2 (2017): 488–510. http://dx.doi.org/10.1108/bij-07-2015-0069.

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Purpose The purpose of this paper is to provide an approach that a manufacturer can periodically use to measure the performances of its supplier development programs (SDPs). It also quantifies and indicates the specific supplier development outcomes (SDOs) that a manufacturer has to concentrate in improving its SDPs. Design/methodology/approach The proposed methodology integrates fuzzy analytic hierarchy process (to determine the importance of SDOs), Pareto analysis (to choose the significant SDOs) and fuzzy logic (to periodically determine the performance indices and grades of the SDPs) metho

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24

Mog, Justin Matthew. "Managing Development Programs for Sustainability: Integrating Development and Research Through Adaptive Management." Society & Natural Resources 19, no. 6 (2006): 531–46. http://dx.doi.org/10.1080/08941920600663961.

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25

Cosier, Richard A., and Dan R. Dalton. "Management Training and Development in a Nonprofit Organization." Public Personnel Management 22, no. 1 (1993): 37–42. http://dx.doi.org/10.1177/009102609302200103.

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Management training and development (MTD) is frequently discussed in the context of private sector organizations. However, recent examples of excellent management in nonprofits attest to MTD programs in the nonprofit sector. The MTD program conducted by the National Academy for Voluntarism (NAV), the training arm of United Way of America, is discussed in this paper. The components and philosophy of the NAV program may serve as a model for other nonprofit MTD programs. Two surveys suggest the NAV program is well received by the participants and their sponsors.

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26

Dawkins, Casey J., and Arthur C. Nelson. "State Growth Management Programs and Central-City Revitalization." Journal of the American Planning Association 69, no. 4 (2003): 381–96. http://dx.doi.org/10.1080/01944360308976326.

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27

Naquin, Sharon S., and Elwood F. Holton. "Redefining State Government Leadership and Management Development: A Process for Competency-Based Development." Public Personnel Management 32, no. 1 (2003): 23–46. http://dx.doi.org/10.1177/009102600303200102.

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This article describes a massive redesign, reconceptuallzation, and restructuring of Louisiana's management development programs and processes. Through a lengthy sequence of developmental efforts, the authors conceptualized, developed, and fully implemented an integrated system of supervisory and managerial training designed to promote best practices throughout the state. The resulting training system is a competency- or skill-based model. This article documents all steps of the process so other states or organizational entities seeking to update their management development programs and adopt

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28

Nilsson‐Witell, Lars, Marc Antoni, and Jens J. Dahlgaard. "Continuous improvement in product development." International Journal of Quality & Reliability Management 22, no. 8 (2005): 753–68. http://dx.doi.org/10.1108/02656710510617210.

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PurposeContinuous improvement has become an important strategy in improving organizational performance. Unfortunately, product development is often excluded in continuous improvement programs due to the special characteristics of product development activities. The overall purpose of this paper is to contribute to a better understanding of continuous improvement in the context of product development.Design/methodology/approachA central aspect in this context is that many organizations find it difficult to improve and learn if work is carried out in the form of projects. In this paper, a qualit

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29

Folks, William R., Carolyn S. Jones, and David G. Hudgens. "Integrative programs in international business: The development of undergraduate cohort programs." Business Horizons 54, no. 4 (2011): 333–44. http://dx.doi.org/10.1016/j.bushor.2011.02.007.

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30

Samur, Serdar. "Process Management in Football Youth Development Program." Journal of Education and Training Studies 7, no. 9 (2019): 8. http://dx.doi.org/10.11114/jets.v7i9.4342.

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In our age, businesses are accepted as living organisms. Businesses that are aware of this change have begun to transition from a result-oriented work system to process management, closely following customer expectations in order to exist in the future as well. The largest expense that sports clubs incur involves transfer spending, because the most talented footballer, who would influence team success, is recruited from outside the club. Today, many sports clubs are incorporated and need to create their own economic resources that would not only ensure their survival but also their success and

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31

M. Zapalska, Alina, Nick Zieser, and Tyler Kelley. "Leadership development in undergraduate programs: an example at the U.S. Coast Guard Academy." Problems and Perspectives in Management 14, no. 1 (2016): 30–43. http://dx.doi.org/10.21511/ppm.14(1).2016.04.

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The paper presents specific examples of leadership training practices and educational activities that have been successfully implemented in an undergraduate program at the U.S. Coast Guard Academy. The purpose of this study is to illustrate a model of experiential learning that facilitates leadership development in an undergraduate program. The integration of cadets’ learning in a classroom, during students’ engagement in service learning, community engagements, internships, and extra-curricular activities allows cadets to develop necessary leadership skills required for graduation and employm

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32

Chakrabarti, Saumya, and Pratip Kumar Datta. "Problems of Financing Development Management: A Kaleckian Analysis." Review of Radical Political Economics 51, no. 3 (2019): 457–76. http://dx.doi.org/10.1177/0486613418820952.

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Developing countries often suffer from problems of jobless growth and exclusion. In response, the governments of these countries implement a variety of development-management programs. However, we identify certain crucial macroeconomic inconsistencies that may arise from such initiatives. Given this, our basic proposition is that, while undertaking these programs, governments should consider the inherent demand- and (especially) supply-side capacities of the macroeconomy and the probable contradictions arising (chiefly) out of the supply constraints. Furthermore, governments should complement

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33

Cha, Yongwoon, Jonghyeob Kim, Chang-taek Hyun, and Sangwon Han. "Development of a Program Definition Rating Index for the Performance Prediction of Construction Programs." Sustainability 10, no. 8 (2018): 2747. http://dx.doi.org/10.3390/su10082747.

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Program management is the structured and strategic process of managing multiple projects at a high level to maximize benefits. The essentials of programs include high costs and long implementation periods, and thus, the negative impacts caused by the failure of program management are more significant and greater than that of a project. Therefore, to achieve high program performance, it is essential for program management to be well defined during the early stages. However, the existing research is mainly focused on the performance prediction methodologies for projects, while the research perta

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34

Arroyo‐López, Pilar, Elsebeth Holmen, and Luitzen de Boer. "How do supplier development programs affect suppliers?" Business Process Management Journal 18, no. 4 (2012): 680–707. http://dx.doi.org/10.1108/14637151211253792.

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PurposeThe purpose of this paper is to evaluate the effects of supplier development programs on the short‐term performance of suppliers and the more long‐term development of their capabilities given the relational learning context of the dyad.Design/methodology/approachData were collected through a survey of strategic suppliers from original equipment manufacturers of the automotive industry located in Mexico.FindingsResults suggest that basic and widely used forms of supplier development hardly lead to improved operational and financial performance of suppliers. More demanding and less freque

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35

Holton, Elwood F., and Lynda Wilson. "Delivering Workforce Development Programs and Services." Advances in Developing Human Resources 4, no. 2 (2002): 167–79. http://dx.doi.org/10.1177/1523422302004002006.

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36

LACY, WILLIAM J., and GILBERT S. JACKSON. "USAID—Environmental Programs with Sustainable Development." Hazardous Waste and Hazardous Materials 10, no. 4 (1993): 377–80. http://dx.doi.org/10.1089/hwm.1993.10.377.

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37

Vasetskaya, N. O. "Program-target management as a tool of financial implementation of special federal programs." Economics of Science 5, no. 3 (2019): 160–69. http://dx.doi.org/10.22394/2410-132x-2019-5-3-160-169.

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The article investigates the program-target method of management in the field of budget financing as one of the effective tools for the implementation of economic and social policy of the state. The analysis of interpretations of program-target management within which absence of unambiguous definition of this phenomenon is shown is carried out. Statistical data on budget financing of special federal programs, in particular in the direction of «Development of high technologies» are considered. Analyzed special federal programs «Research and development on priority directions of development of s

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38

Cook, Robert Lorin, and Brian J. Gibson. "Management development and retention programs in U.S. third-party logistics firms." Journal of Transportation Management 12, no. 1 (2000): 1–18. http://dx.doi.org/10.22237/jotm/954547320.

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To provide quality logistics services, it is essential for third-party logistics (3PL) firms to develop an effective human resource program that ensures successful development and retention of qualified managers. By reporting the results of a survey of current U.S. 3PL firm development and retention practices and experiences regarding junior managers, this article provides a benchmark for 3PL firm managers who seek to improve management development and retention programs. Efforts to improve human resource programs should focus on improving orientation programs, mentoring, job enrichment, forma

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39

Ryabichenko, Sergey A., and Mikhail Volkov. "THE MANAGEMENT OF THE MOSCOW REGION INDUSTRIAL ENTERPRISE DEVELOPMENT PROGRAMS." Bulletin of the Moscow State Regional University (Economics), no. 1 (2018): 77–83. http://dx.doi.org/10.18384/2310-6646-2018-1-77-83.

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40

Zamurueva, N. A., N. A. Bondareva, and A. V. Krylova. "Programs and Management Methods of Social Development of Municipal Education." OrelSIET Bulletin, no. 1 (47) (2019): 23–27. http://dx.doi.org/10.36683/2076-5347-2019-1-47-23-27.

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41

Shaldarbekov, Kairat, Gulmira Mukhanova, and Zaure Nurmukhambetova. "INTERNATIONAL PRACTICES IN PROJECT MANAGEMENT IN IMPLEMENTING REGIONAL DEVELOPMENT PROGRAMS." SERIES OF SOCIAL AND HUMAN SCIENCES 5, no. 321 (2018): 101–5. http://dx.doi.org/10.32014/2018.2224-5294.18.

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42

Pasquel, R. Fernando, J. Timothy Hare, Andrea L. Ryon, and John M. Carlock. "Development of Effectiveness Indicators for Stormwater and Watershed Management Programs." Proceedings of the Water Environment Federation 2000, no. 6 (2000): 614–28. http://dx.doi.org/10.2175/193864700785149963.

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43

Vargas-Hernández, José G., and Dr Alfonso Cervantes-Maldonado. "Intercultural Business Management Development and Education Programs in Business Schools." European Journal of Multidisciplinary Studies 7, no. 1 (2018): 105. http://dx.doi.org/10.26417/ejms.v7i1.p105-121.

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44

Perry, R., J. Flore, M. Whalon, et al. "THE DEVELOPMENT OF INTEGRATED FRUIT MANAGEMENT PROGRAMS IN MICHIGAN, USA." Acta Horticulturae, no. 422 (July 1996): 85–89. http://dx.doi.org/10.17660/actahortic.1996.422.12.

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45

Lauvie, Anne, Annick Audiot, Nathalie Couix, François Casabianca, Hélène Brives, and Etienne Verrier. "Diversity of rare breed management programs: Between conservation and development." Livestock Science 140, no. 1-3 (2011): 161–70. http://dx.doi.org/10.1016/j.livsci.2011.03.025.

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46

Haviland, David R., and Natalie M. Hernandez. "Development of Management Programs for White Grubs in California Blueberries." International Journal of Fruit Science 12, no. 1-3 (2012): 114–23. http://dx.doi.org/10.1080/15538362.2011.619355.

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47

Baumgardt, Jeremy A., Michael L. Morrison, Leonard A. Brennan, Brian L. Pierce, and Tyler A. Campbell. "Development of Multispecies, Long-Term Monitoring Programs for Resource Management." Rangeland Ecology & Management 72, no. 1 (2019): 168–81. http://dx.doi.org/10.1016/j.rama.2018.07.010.

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48

Patterson, John W. "The Risks And Rewards of Management Development Programs for Universities." Hospitality Education and Research Journal 12, no. 2 (1988): 391–96. http://dx.doi.org/10.1177/109634808801200238.

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49

Thompson, Ryan E., and Sonya N. Suter. "Development of Standard Performance Measures for Transportation Demand Management Programs." Transportation Research Record: Journal of the Transportation Research Board 2319, no. 1 (2012): 47–55. http://dx.doi.org/10.3141/2319-06.

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50

Lynch, Jennifer. "Integrated conflict management programs emerge as an organization development strategy." Alternatives to the High Cost of Litigation 21, no. 5 (2003): 99–113. http://dx.doi.org/10.1002/alt.3810210505.

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