Implicit Learning Theories as Determinants of the Effect of Management Development Programmes
- 1 February 1977
- journal article
- Published by Emerald Publishing in Personnel Review
- Vol. 6 (2) , 5-14
- https://doi.org/10.1108/eb055329
Abstract
In this paper we are concerned with the question: what is it about management development programmes that determines what effect they have, in terms of the learning that people take away from them? This question, and our attempt to contribute to an answer to it, will be of interest to all those who are directly or indirectly concerned with designing such programmes (we use the term ‘management development programmes’ to denote any form of event intended to influence management performance through a learning process).Keywords
This publication has 4 references indexed in Scilit:
- The Learning Goals and Outcomes of Management Development ProgrammesPersonnel Review, 1977
- The Nature, Use and Acquisition of Managerial Skills and other AttributesPersonnel Review, 1976
- Theories of action that inhibit individual learning.American Psychologist, 1976
- The Judgement Process in Management Students' Evaluation of their Learning ExperiencesHuman Relations, 1975