Titlebook: Executive Self-Development; Real Learning in Rea Hawdon Hague Book 1974 Hawdon Hague 1974 development.executive.learning

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History of Management Training and Development question of training courses and residential centres but this was not the result of any careful analysis of what managers needed to know and how they could best acquire it. Indeed, it sometimes seemed as if the training centres were there first and uses were then found for them.

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Individual Needsn short, which could be taught in a classroom. Of course such things are needed but the technical needs are not the major ones: few managers are limited in their achievements by the want of techniques in their own speciality. Providing somebody in the firm is keeping up to date, the latest marketing

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Diagnosing the Wider Needs starts with a self-assessment questionnaire followed by an interview. Whoever does the interviewing gets a quick and sufficiently accurate view of the needs of the company as well as the individual managers, and he can quickly set up some development exercises in line with the managers want. The ar

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The Argument for Self-development, more hopeful that is, than the concentration on courses referred to in chapter 2.1. One of the best definitions of learning is ‘the modification of behaviour through experience’ and the thing that strikes you is that a teacher may not be necessary. Indeed, when you think of it, most learning is se

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Coaching by Line Managersat 300 managers said that their main developmental experience had been ‘working for so and so’, and many good U.K. managers attribute their strength to training given by a boss during their formative years. The techniques of coaching should therefore be studied by line manager and training specialis

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