摘要:

ABSTRACTThe concept of “manager as coach” is increasingly popular in the management literature as a mechanism for improving employee involvement and performance. This paper summarizes a study to evaluate the effectiveness of a “coaching skills” program for sales managers. The program began with a five–day coaching skills course and was followed by on–the–job activities that called for application of the coaching skills covered in the course. The study used telephone interviews with managers' subordinates to collect data regarding managers' coaching effectiveness prior to the program. Follow–up interviews were conducted three months later. The interviews focused on the eight coaching behaviors identified by Schelling (1991). Quantitative analyses showed statistically significant increases on the follow–up ratings on five of the eight coaching behaviors. Further analysis revealed that subordinates who had not worked with their supervisors long tended to give lower ratings. Additionally, those managers with fewer subordinates often received higher scores on the eight c

ISSN:0898-5952    

DOI:10.1111/j.1937-8327.1993.tb00569.x

出版商:Blackwell Publishing Ltd    

年代:1993

数据来源: WILEY

摘要:

ABSTRACTThe use of various computer interfaces has evolved from the exclusive use of teletype terminals and keypunch cards to the use of specialized hardware devices designed for specific applications or environments. One of the most recent additions to this growing list of interface options is voice recognition technology, generally defined as the ability to control a computer system through voice input from the operator. Although still somewhat in its infancy, this technology is becoming more commonplace in situations where traditional input devices cannot be used, such as hands–busy operations or with physically disabled users. This paper provides a description of this technology, information about several applications in industry and education where it has been utilized, and a number of guidelines for its implementation and us

ISSN:0898-5952    

DOI:10.1111/j.1937-8327.1993.tb00570.x

出版商:Blackwell Publishing Ltd    

年代:1993

数据来源: WILEY

摘要:

ABSTRACTThis article describes seven evaluation studies over the five–year history of an executive development process. The message is two–fold. First, executive development can be evaluated despite measurement difficulties. Second, evaluation should be part of the strategy for managing executive development.The seven evaluation studies included: (1) interviews with participating managers to investigate the use of development plans; (2) analysis of counseling contact records to quantify the kinds of development support requested by participants; (3) comparison of the training activity of participants to national surveys for the same period; (4) experimental comparison of the developmental practices of participants versus a peer group of nonparticipating managers; (5) analyses of annual performance ratings and career recommendations for participating versus nonparticipating managers; (6) comparison of needs assessment data gathered five years after inauguration of the development process with the original needs study; and (7) use of an employee opinion survey to examine the relationship of an executive's development to the developmental practices among employees managed by that executive.The management and evaluation of executive development are both discus

ISSN:0898-5952    

DOI:10.1111/j.1937-8327.1993.tb00571.x

出版商:Blackwell Publishing Ltd    

年代:1993

数据来源: WILEY

摘要:

ABSTRACTThe Whole–Part–Whole (WPW) Learning Model goes beyond the present holistic, behavioristic, wholepart, and part–whole learning models. The WPW Learning Model purports that there is a natural whole–part–whole rhythm to learning.Through the “first Whole,” the Model introduces new content to learners by forming in their minds the organizational framework required to effectively and efficiently absorb the forthcoming concepts into their repertoire of expertise. The supporting expertise and component behaviors are then developed in the classical behavioristic style of instruction found in the “Parts” aspect of the WPW Learning Model. After learners have successfully achieved the performance criteria for the individual “Parts,” or components within the whole, the instructor links these parts together, thus forming the “second Whole.” The whole–part–whole learning experience provides the learner with the complete understanding of the content at various levels of performance and allows for higher order development.The WPW Learning Model can be considered systematic on several counts. One is that the model can be utilized from initial program design to real–time (just in time) instructional adjustm

ISSN:0898-5952    

DOI:10.1111/j.1937-8327.1993.tb00572.x

出版商:Blackwell Publishing Ltd    

年代:1993

数据来源: WILEY

摘要:

ABSTRACTMany individuals tend to have difficulty completing complex procedural tasks that require branching. Neither prose–based nor list–based instructions have been efficient in alleviating this difficulty. Traditional flowcharts have proven more effective in helping individuals to complete complex procedural tasks, but only after several practice sessions. However, it is possible that the use of map–like symbols may eliminate the need for repeated flowchart practice. Therefore, the purpose of this study was to investigate the effects of flowcharts utilizing map–like symbols on performer efficiency in completing a complex procedural task. The results of this study indicated no significant difference between the use of map–like symbols and traditional flowcharts in helping performers to complete complex procedural tasks. However, both graphic presentation formats were found to be significantly more efficient than a list–based presentation of information. It was expected than an intuitive map–like presentation would be more efficient than a list–based format. However, the efficiency of the flowchart presentation under unpracticed conditions was unexpected, based on

ISSN:0898-5952    

DOI:10.1111/j.1937-8327.1993.tb00573.x

出版商:Blackwell Publishing Ltd    

年代:1993

数据来源: WILEY

摘要:

ABSTRACTThis article summarizes research findings of a study that examined the effects of a sales management training program conducted at Digital Equipment Corporation. The authors used a typology of training outcomes developed by Kirkpatrick (1959a, 1959b, 1960a, and 1960b) to assess students' satisfaction, learning, and field implementation of skills taught in the class. In addition, they estimated the costs of the program and the actual increase in sales that can be attributed to the implementation of the skills in the workplace. The results indicate that properly conceived and carefully implemented programs have a positive net effect on the corporation's financial position.

ISSN:0898-5952    

DOI:10.1111/j.1937-8327.1993.tb00574.x

出版商:Blackwell Publishing Ltd    

年代:1993

数据来源: WILEY

ISSN:0898-5952    

DOI:10.1111/j.1937-8327.1993.tb00575.x

出版商:Blackwell Publishing Ltd    

年代:1993

数据来源: WILEY

ISSN:0898-5952    

DOI:10.1111/j.1937-8327.1993.tb00576.x

出版商:Blackwell Publishing Ltd    

年代:1993

数据来源: WILEY

ISSN:0898-5952    

DOI:10.1111/j.1937-8327.1993.tb00577.x

出版商:Blackwell Publishing Ltd    

年代:1993

数据来源: WILEY

ISSN:0898-5952    

DOI:10.1111/j.1937-8327.1993.tb00578.x

出版商:Blackwell Publishing Ltd    

年代:1993

数据来源: WILEY