The Training and Development SourcebookLloyd Baird, Craig Eric Schneier, Dugan Laird Human Resource Development Press, 1983 - 381 من الصفحات |
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الصفحة 97
... leadership or communication ) and specific behavior problems in the performance set- ting are seldom , if ever , clearly identified . Similarly , the desired change in performance ( i.e. , what perfor- mance should be ) is rarely stated ...
... leadership or communication ) and specific behavior problems in the performance set- ting are seldom , if ever , clearly identified . Similarly , the desired change in performance ( i.e. , what perfor- mance should be ) is rarely stated ...
الصفحة 149
... leadership skills . He was under great pressure from his management to accept a managerial assignment but had successfully resisted for more than a year . When he was invited to attend a workshop , he accepted because he was curious ...
... leadership skills . He was under great pressure from his management to accept a managerial assignment but had successfully resisted for more than a year . When he was invited to attend a workshop , he accepted because he was curious ...
الصفحة 234
... leadership training and leadership behavior , House ( 1968 ) identified three organizational factors that influenced the transfer of training to the job . These factors were the formal authority system within the organization , the ...
... leadership training and leadership behavior , House ( 1968 ) identified three organizational factors that influenced the transfer of training to the job . These factors were the formal authority system within the organization , the ...
المحتوى
Section I | 3 |
Guide for Designing Training Programs | 18 |
How to Determine the Training Needs of Your SupervisorsWhen | 49 |
حقوق النشر | |
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The Training and Development Sourcebook <span dir=ltr>Craig Eric Schneier</span> معاينة محدودة - 1994 |
عبارات ومصطلحات مألوفة
achieve activities analysis apply appraisal approach areas assessment center B.F. Skinner behavior career development change agents competency control group cost course determine Development Journal discussion effective effort employees environment evaluation example experience external validity factors feedback Figure function goals gram human resources identify impact important improve individual input instructional instructor involved job rotation knowledge learner learning theory Malcolm Knowles managerial mance materials measures ment methods objectives organization development organizational outcomes participants performance performance appraisal person personnel planning present problems procedures productivity question recipients reinforcement Reprinted response rights reserved role selection session situation skills social learning theory specific staff strategy supervisors supervisory training task task analysis techniques tion tive top management training and development training director training needs training program transfer transfer of learning variables workshop