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MANAGEMENT TRAINING PROGRAMME CHARACTERISTICS IN LATVIA

Year 2012, Volume: 4 Issue: 1, 53 - 61, 01.06.2012

Abstract

The goal of the paper is to reveal if the content and training methods of
Management Training Programmes offered by T&D companies in Latvia can
ensure the development of competences topical for managers in post-industrial
economics. A meta-analysis of effective criteria of the content of Management
Training Programmes and effective training methods in post-industrial economics
has been performed. Managers’ competences that are required for ensuring
sustainable and socially responsible operation of a post-industrial enterprise have
been identified in the meta-analysis. Practice oriented, experience based and
integrated training methods have been identified. The authors revealed that the
content of the training programme is a significant precondition for improving
managers’ competence because the efficiency of knowledge changes very fast in a
post-industrial enterprise. The correspondence of the content of Management
Training Programmes and training methods offered by T&D companies in Latvia
to the effectiveness criteria identified in the meta-analysis have been tested with
the help of content analysis. The content of Management Training Programmes
should help to reduce the lack of managers’ competence; however, in practice, the
content of Management Training Programmes is often general and unclear, and
not sufficiently various experience based training methods are used. The authors recommend criteria for evaluating the content of Management Training
Programmes and training methods.

References

  • Antunes, Don and Thomas Howard (2007), “The competitive (dis)advantages of
  • European business Schools”, Long Range Planning, Vol. 40, No. 3, pp.382–404. Bolt, James F. (2005), The future of executive development, Oklahoma City, OK:
  • Executive Development Associates, Inc., pp.3–20. Brinkman, Svend (2008), “Changing psychologies in the transition from industrial society to consumer society”, History of the Human Sciences, Vol. 21, No. 2, pp.85–110.
  • Büchel, Bettina and Antunes Don (2007), “Reflections on Executive Education:
  • The User and Provider’s Perspectives”, Academy of Management Learning & Education, Vol. 6, No. 3, pp. 401–411. Datar, Srikant M., Garvin David A. and Cullen Patrick G. (2010), Rethinking the MBA: Business education at crossroads, Boston, MS: Harvard Business Press, p.8.
  • Enkuzena, Signe and Lasmane Anita (2012), “Management Training Evaluation
  • Criteria: Results for Qualitative Research in Latvia”, Unpublished paper. Hind, Patricia, Wilson Andrew and Lenssen Gilbert (2009), “Developing leaders for sustainable business”, Corporate Governance, Vol. 9, No. 1, pp.7–20.
  • Kalargyrou, Valentini and Woods Robert H. (2010), “Wanted: Training
  • Competencies for the 21 sth century”, International Journal of Contemporary Hospitality Management, Vol. 23, No. 3, pp.1–33. Korotov, Konstantin (2009), “Executive Education Programs in Times of
  • Economic Crisis: Considerations for Learning and Development Professionals”, ESMT European School of Management and Technology, Business Brief , No. BB-309-001, pp.3–25. Lloyd, Frank and Perryman David (2006), The Case for University-Based
  • Executive Education, http://www.docstoc.com/docs/73368525/A-Brief-History- of-Executive-Education, [Accessed 23.01.2012].
  • Mulec, Kina (2006), “Positive professional leaders: aspects to consider in leadership development”, Leadership and Organisational Development Journal, Vol. 27, No. 1, pp.66–81.
  • Pool, Roald (2011), “Training for results: innovative synergy between learning and business performance”, Industrial and Commercial Training, Vol. 43, No. 1, pp.31–40.
  • Powell, Skylar K. and Yalcin Serkan (2010), “Managerial training effectiveness.
  • A meta-analysis 1952-2002”, Personnel Review, Vol. 39, No. 2, pp.227–241.
Year 2012, Volume: 4 Issue: 1, 53 - 61, 01.06.2012

Abstract

References

  • Antunes, Don and Thomas Howard (2007), “The competitive (dis)advantages of
  • European business Schools”, Long Range Planning, Vol. 40, No. 3, pp.382–404. Bolt, James F. (2005), The future of executive development, Oklahoma City, OK:
  • Executive Development Associates, Inc., pp.3–20. Brinkman, Svend (2008), “Changing psychologies in the transition from industrial society to consumer society”, History of the Human Sciences, Vol. 21, No. 2, pp.85–110.
  • Büchel, Bettina and Antunes Don (2007), “Reflections on Executive Education:
  • The User and Provider’s Perspectives”, Academy of Management Learning & Education, Vol. 6, No. 3, pp. 401–411. Datar, Srikant M., Garvin David A. and Cullen Patrick G. (2010), Rethinking the MBA: Business education at crossroads, Boston, MS: Harvard Business Press, p.8.
  • Enkuzena, Signe and Lasmane Anita (2012), “Management Training Evaluation
  • Criteria: Results for Qualitative Research in Latvia”, Unpublished paper. Hind, Patricia, Wilson Andrew and Lenssen Gilbert (2009), “Developing leaders for sustainable business”, Corporate Governance, Vol. 9, No. 1, pp.7–20.
  • Kalargyrou, Valentini and Woods Robert H. (2010), “Wanted: Training
  • Competencies for the 21 sth century”, International Journal of Contemporary Hospitality Management, Vol. 23, No. 3, pp.1–33. Korotov, Konstantin (2009), “Executive Education Programs in Times of
  • Economic Crisis: Considerations for Learning and Development Professionals”, ESMT European School of Management and Technology, Business Brief , No. BB-309-001, pp.3–25. Lloyd, Frank and Perryman David (2006), The Case for University-Based
  • Executive Education, http://www.docstoc.com/docs/73368525/A-Brief-History- of-Executive-Education, [Accessed 23.01.2012].
  • Mulec, Kina (2006), “Positive professional leaders: aspects to consider in leadership development”, Leadership and Organisational Development Journal, Vol. 27, No. 1, pp.66–81.
  • Pool, Roald (2011), “Training for results: innovative synergy between learning and business performance”, Industrial and Commercial Training, Vol. 43, No. 1, pp.31–40.
  • Powell, Skylar K. and Yalcin Serkan (2010), “Managerial training effectiveness.
  • A meta-analysis 1952-2002”, Personnel Review, Vol. 39, No. 2, pp.227–241.
There are 15 citations in total.

Details

Other ID JA84ZS99SY
Journal Section Articles
Authors

Anita Lasmane This is me

Signe Enkuzena This is me

Publication Date June 1, 2012
Published in Issue Year 2012 Volume: 4 Issue: 1

Cite

APA Lasmane, A., & Enkuzena, S. (2012). MANAGEMENT TRAINING PROGRAMME CHARACTERISTICS IN LATVIA. International Journal of Social Sciences and Humanity Studies, 4(1), 53-61.
AMA Lasmane A, Enkuzena S. MANAGEMENT TRAINING PROGRAMME CHARACTERISTICS IN LATVIA. IJ-SSHS. June 2012;4(1):53-61.
Chicago Lasmane, Anita, and Signe Enkuzena. “MANAGEMENT TRAINING PROGRAMME CHARACTERISTICS IN LATVIA”. International Journal of Social Sciences and Humanity Studies 4, no. 1 (June 2012): 53-61.
EndNote Lasmane A, Enkuzena S (June 1, 2012) MANAGEMENT TRAINING PROGRAMME CHARACTERISTICS IN LATVIA. International Journal of Social Sciences and Humanity Studies 4 1 53–61.
IEEE A. Lasmane and S. Enkuzena, “MANAGEMENT TRAINING PROGRAMME CHARACTERISTICS IN LATVIA”, IJ-SSHS, vol. 4, no. 1, pp. 53–61, 2012.
ISNAD Lasmane, Anita - Enkuzena, Signe. “MANAGEMENT TRAINING PROGRAMME CHARACTERISTICS IN LATVIA”. International Journal of Social Sciences and Humanity Studies 4/1 (June 2012), 53-61.
JAMA Lasmane A, Enkuzena S. MANAGEMENT TRAINING PROGRAMME CHARACTERISTICS IN LATVIA. IJ-SSHS. 2012;4:53–61.
MLA Lasmane, Anita and Signe Enkuzena. “MANAGEMENT TRAINING PROGRAMME CHARACTERISTICS IN LATVIA”. International Journal of Social Sciences and Humanity Studies, vol. 4, no. 1, 2012, pp. 53-61.
Vancouver Lasmane A, Enkuzena S. MANAGEMENT TRAINING PROGRAMME CHARACTERISTICS IN LATVIA. IJ-SSHS. 2012;4(1):53-61.