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Relevant bibliographies by topics / Management training

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Academic literature on the topic 'Management training'

Author: Grafiati

Published: 4 June 2021

Last updated: 27 January 2023

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Journal articles on the topic "Management training"

1

Thody, Angela. "Management Training." Management in Education 7, no. 2 (May 1993): 2. http://dx.doi.org/10.1177/089202069300700201.

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Robinson, Damian. "Management training." Psychiatric Bulletin 14, no. 9 (September 1990): 562. http://dx.doi.org/10.1192/pb.14.9.562.

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Junaid, O. "Management training." Psychiatric Bulletin 16, no. 6 (June 1992): 366. http://dx.doi.org/10.1192/pb.16.6.366.

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Deb, Krishanu, Pankaj Agrawal, and Harish Nawale Shradha Jadhav Prof Manisha Darak. "Artificial Intelligence Based Training and Placement Management." International Journal of Trend in Scientific Research and Development Volume-3, Issue-1 (December 31, 2018): 1057–60. http://dx.doi.org/10.31142/ijtsrd19180.

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Suinn, Richard M., and Jerry L. Deffenbacher. "Anxiety Management Training." Counseling Psychologist 16, no. 1 (January 1988): 31–49. http://dx.doi.org/10.1177/0011000088161003.

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Haddad, Mark. "Medication management training." Mental Health Practice 8, no. 4 (December 2004): 27. http://dx.doi.org/10.7748/mhp.8.4.27.s33.

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Entin, Elliot E., Eileen B. Entin, and Kathy Hess. "Training Information Management." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 46, no. 25 (September 2002): 2017–21. http://dx.doi.org/10.1177/154193120204602504.

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A behaviorally-oriented information management training program was designed to help information managers cope effectively and efficiently with large volumes of incoming information. The information management program was evaluated with a posttest-only control group design. Participants performed a situation assessment task by monitoring email traffic to assess an evolving situation and make reports to a commanding officer. As hypothesized participants receiving training were better able than controls to integrate the critical information in the messages and this was reflected in the quality of their situation assessments, which were superior to those of controls. Moreover, trained participants opened significantly higher percentage of critical and relevant messages and a smaller percentage of noncritical messages than controls. The information management training program was deemed a success.

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Imants, Jeroen G. M., Cees M. Van Putten, and Gabrielle Leijh. "School Management Training:." International Journal of Educational Management 8, no. 3 (June 1994): 7–14. http://dx.doi.org/10.1108/09513549410062399.

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Strombeck, Rita D. "Effective Management Training." Nursing Management (Springhouse) 17, no. 6 (June 1986): 68–70. http://dx.doi.org/10.1097/00006247-198606000-00022.

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Mabe, P. Alex, M. Kevin Turner, and Allan M. Josephson. "Parent Management Training." Child and Adolescent Psychiatric Clinics of North America 10, no. 3 (July 2001): 451–64. http://dx.doi.org/10.1016/s1056-4993(18)30040-3.

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Dissertations / Theses on the topic "Management training"

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Högsdal, Nils. "Blended learning im Management-Training /." Lohmar [u.a.] : Eul, 2004. http://www.gbv.de/dms/zbw/389241377.pdf.

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Kennedy, Sharon Marian. "Anger management training with adult prisoners." Thesis, University of Ottawa (Canada), 1990. http://hdl.handle.net/10393/5780.

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The present study was designed to assess the efficacy of anger management training with aggressive, adult male offenders. The research design included two active treatment conditions and two delayed treatment control conditions. Treatment consisted of cognitive (Anger Control Training) and behavioral components (Structured Learning Therapy). The order of these components was balanced so that the therapeutic effectiveness of each component could be determined, as well as the complete program. Treatment was provided in a traditional correctional centre and in a specialized treatment centre. The program was conducted over a five week period and consisted of a total of 23 therapy sessions, each of which were three hours in length. Thirty-seven adult, male offenders confined in a medium security prison volunteered to participate in the study. All participants were assessed prior to treatment, following the first component of the program, following the second component of the program, and two months following termination of the program. The results of this study demonstrated that anger control training and structured learning therapy are both effective treatment modalities for incarcerated adult male offenders with severe anger and aggressive behavioral problems. Subjects in all four active treatment conditions displayed the following changes. They self-reported less anger to a variety of provocations common to the prison setting. They self-reported decreases in the frequency, intensity, and duration of anger, more appropriate modalities of expression, and fewer consequences of anger reactions. Objective behavioral ratings of their verbal responses to laboratory role-played provocations indicated their responses were more appropriate, as were their self-reported reactions to these provocations. In addition, subjects demonstrated more prosocial attitudes following completion of the program. The overall findings from the followup measures provide strong support for the extended maintenance of treatment benefits. Subjects continued to demonstrate lower levels of anger arousal on cognitive indices of anger. There were no differences in treatment effectiveness between the two institutions on the majority of dependent measures. Overall, the order of presentation of the therapeutic components (Anger Control Training and Structured Learning Therapy) had no distinguishable effects. Thus, all treatment groups benefitted equally from the program. However, the results do indicate that the major therapeutic gains occurred during the first phase of treatment, regardless of the treatment component received. Comparisons conducted on the disciplinary offense yielded inconsistent findings. Although, no strong statement about treatment efficacy can be made from the misconduct data, exposure to the first phase of the program may have had practical value for some of the participants.

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李德順 and Tak-shun Dominic Li. "Management training of a civil engineer." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1985. http://hub.hku.hk/bib/B3126329X.

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Ntlonze, Chapman Mphuthumi. "Project management training for community development." Thesis, Stellenbosch : Stellenbosch University, 2001. http://hdl.handle.net/10019.1/52418.

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Thesis (MPA)--Stellenbosch University, 2001.
ENGLISH ABSTRACT: The Government of South Africa introduced the Reconstruction and Development Programme (RDP) as a means of addressing the sub-standard, living conditions many underprivileged and disadvantaged societies were experiencing in the country. That gave community development impetus. The RDP, as a government policy, presupposed that public institutions would be responsible for its implementation. That implied that public officials, inter alia, would have to facilitate community development. This change agent status of public officials also implied that they would have, out of necessity and demand, to acquire or to demonstrate knowledge of project and community development management skills. Management sciences argue that an organisations' effectiveness is, amongst other, the result of interplay between the internal capacity (inputs), outputs (production) and outcomes (impacts). Internal capacity includes, among others, the training of personnel for the achievement of goals. This study, as stated in the research question, seeks to explain the relationship between project management training and effective community development. It seeks to establish whether there are a significant number of public officials who are trained in project management for community development. The study focuses on the Province of the Eastern Cape, especially the Department of Sport, Recreation, Arts and Culture, with special reference to cultural officers. The study further presents the Willowvale Case Study to demonstrate in a practical way the relevance of project management skills to the implementation of community development programmes. This case study also serves as base to launch arguments in favour of trained public officials. The research results suggest that public officials, especially cultural officers, lack project management skills. These findings presuppose that the implementation of some community development projects may be flawed, delayed or postponed. The study recommends that the Province of the Eastern Cape consider setting up an interdepartmental body for the purpose of establishing an integrated project and community development training policy, in consultation with relevant tertiary institutions for support and advice.
AFRIKAANSE OPSOMMING: Die Suid-Afrikaanse regering het die Heropbou- en Ontwikkelingsprogram (HOP) ingestel as instrument om die substandaard lewensomstandighede wat verskeie minderbevoorregte en agtergestelde gemeenskappe in die land ervaar, aan te spreek. Die HOP, as regeringsbeleid veronderstel dat openbare instellings verantwoordelik is vir die implementering daarvan. Dit impliseer dat openbare amptenare, onder andere, gemeenskapsontwikkeling moet fasiliteer. Hierdie veranderingsagent status van openbare amptenare impliseer dat hulle as 'n noodsaaklikheid vaardighede in projekbestuur en gemeenskapsontwikkeling moet bekom of oor beskik. In die bestuurswetenskappe word geargumenteer dat organisatoriese effektiwiteit onder andere die resultaat is van 'n verwantskap tussen interne kapasiteit, uitsette en uitkomste. Interne kapasiteit fokus onder andere weer op opleiding vir die bereiking van doelwitte. Hierdie studie poog om die verhouding tussen projekbestuursopleiding en effektiewe gemeenskapsontwikkeling te verklaar. Die studie probeer bepaal of 'n saakmakende hoeveelheid openbare amptenare opgelei is in projekbestuur vir gemeenskapsontwikkeling. Die studie fokus op die Provinsie van die Oos-Kaap, spesifiek die Department van Sport, Ontspanning, Kuns en Kultuur, met spesiale verwysing na kultuurbeamptes. 'n Gevalstudie van die Willowvale gemeenskap demonstreer op 'n praktiese wyse die relevansie van projekbestuursvaardighede vir die implimentering van gemeenskapsontwikkelingprogramme. Die gevalstudie verskaf ook 'n basis vir argumente ten gunste van opgeleide openbare amptenare. Die resultate van die studie suggereer dat openbare amptenare, veral kultuurbeamptes projekbestuursvaardighede kortkom. Hierdie bevindinge dui daarop dat die implementering van sekere gemeenskapsontwikkelingsprojekte beperkinge het, vertraag word en selfs gestaak kan word. Die studie beveel aan dat die Provinsie van die Oos-Kaap dit oorweeg om 'n interdepartementele liggaam te vestig. Die doel hiervan moet wees om 'n geïntegreerde Projek- en Gemeenskapsontwikkeling Opleidingsbeleid in konsultasie met relevante tersiêre instellings in te stel.

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Heyns, M. "An assessment of project management training." Thesis, Stellenbosch : Stellenbosch University, 2002. http://hdl.handle.net/10019.1/52663.

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Thesis (MBA)--Stellenbosch University, 2002.
ENGLISH ABSTRACT: The shortage of skilled and high-level managerial human resources are jeopardising economic development and productivity growth in South Africa. It is a critical responsibility of senior management to identify the core competencies of the enterprise and to ensure that the competencies required by managers, specialists and the workforce in general are adequate and appropriate. As more organisations recognise the efficacy of projects and move towards a project-based approach, the demand for project managers has outstripped supply and there is a growing international interest in the selection, training and certification of project managers. The work done in projects has taken on a strategic flavour, and the role of project manager is consequently being redefined as a strategic, professional role. With the tremendous growth and expenditure in this field, training professionals and organizations can no longer ignore their basic responsibility to evaluate programmes and measure the results of such programmes. The aim of this study is to measure the extent of training needs assessment currently applied, the criteria used in the selection of programmes and participants, the extent of evaluation of programmes and other contributions by the organisations. An intensive literature study was undertaken to investigate the current research into training needs assessments, participant and program selection and organisational contributions to training. An additional survey was undertaken in order to assess the use of such programmes by organisations. The following perceptions were examined and found to be a true reflection of the project management training strategies currently applied in South Africa. Few organisations have formal training need assessment policies in place. Programmes are often selected by the participants and seldom evaluated. Participants often do not get the opportunity to implement the skills they have gained. Learning and individual development is not necessarily linked to the organisational development strategy.
AFRIKAANSE OPSOMMING: Ekonomiese ontwikkeling en groei in produktiwiteit in Suid Afrika word in gevaar gestel deur die tekort aan kundige en hoogstaande bestuursvlak menslike hulpbronne. Die kritiese verantwoordelikheid van die identifisering van kern vaardighede by die onderneming en die versekering van voldoende en toepaslike vaardighede by bestuurders, spesialiste en die werksmag in die algemeen berus by die senior bestuur. Toenemende hoeveelheid organisasies herken die suksesvolle werksaamheid van projekte en beweeg na 'n projek gebasseerde benadering. Derhalwe oorskry die aanvraag na projekbestuurders die aanbod en is daar groeiende internasionale belangstelling in die keuring, opleiding en sertifisering van projekbestuurders. Projekte word meer strategies benader en gevolglik vervul die projekbestuurder 'n toenemende strategiese en professionele funksie. As gevolg van die toenemende groei en besteding in hierdie gebied, mag opleidingskundiges en organisasies nie langer hul verantwoordelikheid teenoor die evaluering van die programme en die gevolglike uitkomste vermy nie. Die doel van hierdie studie was om ondersoek in te stel na die omvang van die bepaling van opleidingsbehoeftes asook die evaluering van opleidingsprogramme, die maatstawe in gebruik vir die selektering van programme en deelnemende kandidate en die mate van bydraes gelewer deur die organisasies. 'n Uitgebreide literatuursoektog is onderneem om die omvang van navorsing in hierdie areas te bepaal. Sekere aannames is ondersoek en bevind om ware weergawes te wees van die huidige ontwikkeling programme in projekbestuur in Suid Afrika. Weinig organisasies het formele beleidsrigtings ten opsigte van opleiding behoeftebepaling. Programme word dikwels deur die kandidate geselekteer en word selde ge-evalueer. Kandidate word selde die geleentheid gegun om nuutgewonde kennis toe te pas en te implementeer. Opleiding en individuele ontwikkeling is nie noodwendig gekoppel aan die ontwikkelings strategie van die organisasie nie.

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Li, Tak-shun Dominic. "Management training of a civil engineer /." [Hong Kong : University of Hong Kong], 1985. http://sunzi.lib.hku.hk/hkuto/record.jsp?B12315813.

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Wisdom, Christopher H. "Training that leads to trust and transformation servant-leadership in training management /." Theological Research Exchange Network (TREN), 2004. http://www.tren.com.

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Keith, Nina. "Self-regulatory processes in error management training." [S.l. : s.n.], 2005. http://deposit.ddb.de/cgi-bin/dokserv?idn=97537284X.

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Holland, Karin. "Behavior Management Training Issues in Kentucky Classrooms." TopSCHOLAR®, 1998. http://digitalcommons.wku.edu/theses/312.

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Classroom discipline is often a primary concern of teachers. Little is known, however, about the extent of teachers' knowledge, training, and skills with behavior management issues. This study was conducted to examine teachers' training with specific behavioral strategies, their personal level of proficiency in resolving these problems, and to determine if teachers consider the function of aberrant behaviors when deciding upon treatment interventions. A survey was developed to address these issues. The survey was distributed to teachers in four south-central Kentucky counties and two western Kentucky counties. Of the 350 surveys distributed, 209 were returned for a 59.7% return rate. There were 177 regular education teachers and 32 special education teachers included in the sample. Results of this study indicated a relatively high percentage of students exhibited problematic behaviors to the point that an intervention was necessary to resolve the problem. The highest percentage of teachers received training in behavior management strategies through a workshop/in-service. The majority of teachers reported they received training in a variety of behavioral methods, with the training perceived as only moderately helpful. When asked to rate their skills in resolving specific behavior problems, teachers reported their skills to be at a moderate level. The majority of special education teachers had heard of the term functional assessment although less than half received any training in this procedure. Most of the regular education teachers indicated no knowledge of functional assessment. Most teachers did not consider the function of the problematic behaviors when deciding upon treatment interventions. The results revealed a strong need for improved training in classroom management strategies. Future research is needed to determine more effective strategies to train teachers in classroom management.

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Dunn, Lindsay, and n/a. "Management training and change in self-perception." University of Canberra. Education, 1990. http://erl.canberra.edu.au./public/adt-AUC20060706.162407.

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This quasi-experimental study was to make a comparison between the level of self-perception prior to and following a training process. The study attested the view that the action learning based program in question was an effective mechanism for change in self-perception. The population studied were officers of the Australian Public Service and the Commonwealth Teaching Service located in the Australian Taxation Office, Austrade, ACT Schools Authority and the Department of Community Services and Health. A pilot study conducted in the Public Service Board in 1987 suggested that an action learning training process may be impacting on management competencies. Respondent's attitudes to nine personality variables were measured using the Saville Holdsworth Occupational (OPQ) Concept 5 Questionnaire. The variables were Assertive, Gregarious, Empathy, Field of Use, Abstract, Structure, Anxieties, Controls and Energies. Using the Solomon's Four quasi-experimental design, containing three experimental and two control groups, pre-test, change and post-test scores were compared using a one-way Analysis of Variance. Where pre-tests were statistically significantly different an Analysis of Covariance was used, The general conclusion from the study was that the experimental groups showed an overall insignificant relationship with training particularly as control groups showed similar differences over time. Apart from few exceptions the results did not support any strong notion of positive change in self-perception as a result of a training intervention.

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Books on the topic "Management training"

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Badenhorst, Johan. School management training. Pretoria: Kagiso Publishers, 1995.

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McCowan, Richard J. Training management system. Buffalo, N.Y: Center for Development of Human Services, Buffalo State College, 1998.

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Suinn, Richard M. Anxiety Management Training. Boston, MA: Springer US, 1990. http://dx.doi.org/10.1007/978-1-4899-3567-0.

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Services, AP Information. Management training directory. Norwich: AP Information Services, 1997.

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American Society for Training and Development, ed. Time management training. Alexandria, Va: ASTD Press, 2008.

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Tagliaferri, Louis E. Management training needs analysis. Toronto: Pfeiffer, 1990.

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BRITISH BROADCASTING CORPORATION. BBC Management Training programmes. London: BBC Management Training., 1992.

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FEDERAL AVIATION ADMINISTRATION. Dispatch resource management training. [Washington, D.C.] (800 Independence Ave., S.W., Washington 20591): U.S. Dept. of Transportation, Federal Aviation Administration, 1995.

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John, Payne. Exercises for management training. Aldershot: Connaught Training in association with the British Institute of Management, 1993.

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Stokes, Ian. Training for project management. Aldershot: Gower, 1997.

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Book chapters on the topic "Management training"

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Donaldson, Bill. "Training." In Sales Management, 242–60. London: Macmillan Education UK, 1998. http://dx.doi.org/10.1007/978-1-349-26354-7_13.

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Hughey, Karen. "Training Management." In Dos and Don’ts in Human Resources Management, 43–44. Berlin, Heidelberg: Springer Berlin Heidelberg, 2014. http://dx.doi.org/10.1007/978-3-662-43553-3_14.

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Hyderkhan, Scott. "Training Management." In Active Shooter Response Training, 42–46. Second edition. | New York, NY: Routledge, 2020. |: Routledge, 2020. http://dx.doi.org/10.4324/9780429282188-3.

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Leigh, Andrew. "Training." In Understanding Management Software, 90–98. London: Macmillan Education UK, 1985. http://dx.doi.org/10.1007/978-1-349-08592-7_7.

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Ganesh, K., Sanjay Mohapatra, S. P. Anbuudayasankar, and P. Sivakumar. "Training." In Management for Professionals, 109–21. Cham: Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-05927-3_8.

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Mathie, David. "Training." In Dimensions of Project Management, 233–37. Berlin, Heidelberg: Springer Berlin Heidelberg, 1990. http://dx.doi.org/10.1007/978-3-642-49344-7_20.

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Morrell, Kevin, and Ben Bradford. "Training." In Policing and Public Management, 86–104. 1 Edition. | New York : Routledge, 2018.: Routledge, 2018. http://dx.doi.org/10.4324/9781315172569-6.

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Furnham, Adrian. "Compulsory training." In Management Mumbo-Jumbo, 40–41. London: Palgrave Macmillan UK, 2006. http://dx.doi.org/10.1057/9780230626591_12.

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Wilson, Maureen E., and Jody A. Kunk-Czaplicki. "Crisis Training." In Campus Crisis Management, 144–60. 2nd edition. | New York, NY : Routledge, 2021. | First edition entered under: Zdziarski, Eugene L.: Routledge, 2020. http://dx.doi.org/10.4324/9780429321658-8.

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Levine, Brian, and Vess Stamenova. "Goal Management Training." In Encyclopedia of Clinical Neuropsychology, 1590–94. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-57111-9_9048.

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Conference papers on the topic "Management training"

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Kusumawati, Erna. "Training Management Effectiveness." In 6th International Conference on Educational, Management, Administration and Leadership. Paris, France: Atlantis Press, 2016. http://dx.doi.org/10.2991/icemal-16.2016.14.

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Davidenko, E. "Electronic Training Management." In 2006 16th International Crimean Microwave and Telecommunication Technology. IEEE, 2006. http://dx.doi.org/10.1109/crmico.2006.256484.

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Suziani, Melly. "Human Capital Training Management." In 3rd NFE Conference on Lifelong Learning (NFE 2016). Paris, France: Atlantis Press, 2017. http://dx.doi.org/10.2991/nfe-16.2017.27.

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Grinde, T. A. "Emergency Resource Management Training." In SPE Health, Safety and Environment in Oil and Gas Exploration and Production Conference. Society of Petroleum Engineers, 1994. http://dx.doi.org/10.2118/27255-ms.

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Li, Wei. "Intercultural Communication Competence Training through Network Platform and Field Training." In 2011 International Conference on Information Management, Innovation Management and Industrial Engineering (ICIII). IEEE, 2011. http://dx.doi.org/10.1109/iciii.2011.176.

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Zanibelli, Andrea Antonio, Calogero Squadrito, and Luca Frattini. "An Efficient HSE Training Management." In International Petroleum Technology Conference. International Petroleum Technology Conference, 2020. http://dx.doi.org/10.2523/iptc-19983-abstract.

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Yigitbas, Enes, Ivan Jovanovikj, Janis Scholand, and Gregor Engels. "VR Training for Warehouse Management." In VRST '20: 26th ACM Symposium on Virtual Reality Software and Technology. New York, NY, USA: ACM, 2020. http://dx.doi.org/10.1145/3385956.3422106.

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Kim, Ga-Hyung, and Byung-Joo Kim. "Stress Management through Biofeedback Training." In The 6th International Conference on Advanced Software Engineering & Its Applications. Science & Engineering Research Support soCiety, 2013. http://dx.doi.org/10.14257/astl.2013.29.67.

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Tsyganov, Vladimir. "Training in Production Output Management." In 2021 3rd International Conference on Control Systems, Mathematical Modeling, Automation and Energy Efficiency (SUMMA). IEEE, 2021. http://dx.doi.org/10.1109/summa53307.2021.9632254.

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Habibelahian, Omeed, Rajesh Shrestha, Arash Termehchy, and Paolo Papotti. "Exploratory training." In SIGMOD/PODS '22: International Conference on Management of Data. New York, NY, USA: ACM, 2022. http://dx.doi.org/10.1145/3546930.3547500.

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Reports on the topic "Management training"

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McCullouch, Bob, and Walter Land. Project Management Training. Purdue University Press, 2011. http://dx.doi.org/10.5703/1288284314626.

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McCall, Stacey. Document Configuration Management Training. Office of Scientific and Technical Information (OSTI), November 2020. http://dx.doi.org/10.2172/1727400.

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Hastie, Rachel, and Amy O'Donnell. Responsible Data Management training pack. Oxfam, March 2017. http://dx.doi.org/10.21201/2017.9118.

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Singley, John, John Brill, and Karla Allred. PM Training: Project Management Career Development and Training: Course Directory,. Fort Belvoir, VA: Defense Technical Information Center, January 1996. http://dx.doi.org/10.21236/ada319425.

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Stottler, Richard. An Intelligent Training Management System (ITMS). Fort Belvoir, VA: Defense Technical Information Center, January 2000. http://dx.doi.org/10.21236/ada373078.

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Gorbova, O. Yu. Remote training course "Municipal management and local self-government", training direction 38.04.04 " State and municipal management". OFERNIO, June 2018. http://dx.doi.org/10.12731/ofernio.2018.23679.

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Sanquist, T. F., C. R. Schuller, M. C. McCallum, J. A. Underwood, P. J. Bettin, J. L. King, B. D. Melber, C. J. Hostick, and D. A. Seaver. Automation impact study of Army Training Management. Office of Scientific and Technical Information (OSTI), January 1988. http://dx.doi.org/10.2172/5542497.

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Pickett, Dayton S. Individual Enlisted Training Data Capture and Management. Fort Belvoir, VA: Defense Technical Information Center, January 1988. http://dx.doi.org/10.21236/ada206382.

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Kaiser, David, Alan Spiker, Wayne Walls, Jeffery Eberhart, Chris Butler, Gregg Montijo, and Michael Vanderford. Real Time Cockpit Resource Management (CRM) Training. Fort Belvoir, VA: Defense Technical Information Center, October 2010. http://dx.doi.org/10.21236/ada542117.

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Hooper, Geoff, and Tracey Temple. Lessons Learned From Joint Training Land Management. Fort Belvoir, VA: Defense Technical Information Center, February 2013. http://dx.doi.org/10.21236/ada582521.

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