NotesFAQContact Us
Collection
Advanced
Search Tips
ERIC Number: ED020466
Record Type: RIE
Publication Date: 1968
Pages: 1
Abstractor: N/A
Reference Count: N/A
ISBN: N/A
ISSN: N/A
EFFECTS OF MANAGEMENT DEVELOPMENT ON MANAGER BEHAVIOR AND SUBORDINATE PERCEPTION.
SCHWARZ, FRED R.; AND OTHERS
AS A RESULT OF COOPERATIVE PLANNING BETWEEN THE UNIVERSITY OF WISCONSIN MANAGEMENT INSTITUTE AND A LARGE INSURANCE COMPANY, 57 TOP MANAGERS WERE GIVEN A TWO UNIT MANAGEMENT DEVELOPMENT PROGRAM. GROUP B BEGAN TRANING FIVE MONTHS AFTER GROUP A. THE WORKSHOP SESSIONS INCLUDED DISCUSSIONS, CASE STUDIES, BUZZ GROUPS, AND ROLE PLAYING. IN PHASE ONE, WHICH MEASURED THE AMOUNT AND KIND OF BEHAVIOR CHANGE AND SUBORDINATES' PERCEPTION OF CHANGE, SUBORDINATES OF THE TRAINED SUPERVISORS COMPLETED THE LEADERSHIP BEHAVIOR DESCRIPTION QUESTIONNAIRE. IN PHASE TWO, ALL PARTICIPANTS WERE INTERVIEWED BY MEANS OF THE OPEN-ENDED CRITICAL INCIDENT TECHNIQUE. GROUP A MANAGERS WERE LESS PRODUCTION CENTERED AND LESS ORIENTED TOWARD THEIR SUPERIORS, WHICH SUGGESTS GREATER CONCERN ON THEIR PART WITH GOOD WORKER RELATIONSHIPS OR WITH ESTABLISHING A CLIMATE CONDUCTIVE TO BETTER PRODUCTION. GROUP B MANAGERS WERE PERCEIVED AS BECOMING MORE ACTIVE, DEFINING TASKS MORE CLEARLY, AND STRESSING PRODUCTION. GROUP A TRAINING MAY HAVE AFFECTED GROUP B BECAUSE OF DAILY CONTACTS BETWEEN GROUPS. THIS DOCUMENT APPEARED IN TWO PARTS IN TRAINING AND DEVELOPMENT JOURNAL, VOLUME 22, NUMBERS 4 AND 5, APRIL AND MAY, 1968. 16 PAGES. (LY)
Publication Type: N/A
Education Level: N/A
Audience: N/A
Language: N/A
Sponsor: N/A
Authoring Institution: N/A
Identifiers: N/A