Analyzes the effectiveness of different educational approaches in management development for the transfer of learning to the workplace, placing particular emphasis on the crucial importance of experiential education.
Preface Introduction Investment in Management Development The State of Management Development The Role of the Manager and Management Development Some Learning Theory Learning Theory and Management Development Assessment of Management Development The Venue Experiential Learning Natural Experiential Learning and Management Development Learning Inducted From Experience (LIFE) Final Observations Glossary Bibliography Index
SOLOMON HOBERMAN is a management consultant in New York City. He has conducted research in personnel management, management training and development, and the design and implementation of programs to help disadvantaged young people become competitive in the open labor market. He has served as personnel director and chairman of the Civil Service Commission for New York City and is the co-editor (with Sidney Mailick) of The Practice of Management Development (Praeger, 1988).SIDNEY MAILICK is professor of Public Administration in the Wagner Graduate School of Public Service at New York University. He has directed executive development programs at both the University of Chicago and New York University and has served as a consultant to the United Nations Institute for Training and Development and the United Nations Public Administration Division. He is the co-author (with Henri Reymond) of International Personnel Policies (Praeger, 1985).