Management training: benefits and lost opportunities (part II)
Abstract
Purpose
This paper aims to explore why organizations often focus little attention and resources on management training and provides a useful checklist of ways to close the managerial skills gap through training.
Design/methodology/approach
Seasoned managers (278) in rapidly changing organizations were surveyed on their experiences with management training.
Findings
A content analysis revealed the most frequently cited causes of why organizations fail to properly train their managers.
Research limitations/implications
Generalization of these findings to non‐rapidly changing organizations may be limited.
Practical implications
Results indicate that organizations fail to properly train managers for a host of reasons. Many of failures to train are caused by misconceptions about training needs, the ability of managers to handle their own training or the value of training to the organization compared with other efforts. Lack of accountability and poor implementation are other key reasons cited for training failures.
Originality/value
The findings provide a useful list of the causes for ineffective training and the discussion focuses on ways to close the managerial skills gap.
Keywords
Citation
Longenecker, C.O. and Fink, L.S. (2005), "Management training: benefits and lost opportunities (part II)", Industrial and Commercial Training, Vol. 37 No. 2, pp. 73-79. https://doi.org/10.1108/00197850510584214
Publisher
:Emerald Group Publishing Limited
Copyright © 2005, Emerald Group Publishing Limited