- Managers poorly equipped to manage staff. // e.learning age;Feb2009, p4
The article reports on a survey commissioned by SkillSoft, which showed that over 75% of managers are being prompted to undertake tasks without undergoing appropriate training. The survey revealed that personnel management is the job managers feel they are least prepared to handle. According to...
- THE POWER OF FINANCIAL ACUMEN. Hynes, John M. // Power Engineering;Apr2006, Vol. 110 Issue 4, p34
Presents guidelines for offering financial management training to managers and supervisors in the U.S. Purposes of offering financial management training; Factors to consider in a financial management training course; Benefits of the training to managers and supervisors.
- Cox Communications Builds Diversity by Representing, Developing and Valuing People. // Orange County Business Journal;4/26/2004, Vol. 27 Issue 17, p35
Explores how Cox Communications Inc. builds employee diversity in the United States. Leadership development training; Development programs for supervisors; Management development training; Cox's support to diversity-focused industry group. INSET: Untitled.
- How HR made a difference at work. // People Management;3/11/2010, p34
The author discusses how human resources (HR) made a difference at public services company Amey. He remarks that engagement is the key to performance, and observes that the company line managers were dedicated to engage with the business and understand its mission, needs, and performance. He...
- The Forgotten Employee â€“ Managers. Magenta, Gary // Leadership Excellence Essentials;Aug2015, Vol. 32 Issue 8, p14
The article discusses the importance of manager training in business, considering the perspective of managers as a frequently neglected employee. Topics addressed include statistics suggesting that U.S. businesses undervalue managers and supervisors as critical to performance, assertions that...
- THE LAST WORD. Charlton, John // Training Magazine;Mar2004, p34
Comments on the use of ice-breakers or energizers in training programs for managers in Great Britain. Example of an ice-breaker; Factors to consider in selecting of a fitting ice-breaker.
- Management Development. West, Jude P.; Schroeder, Keith V. // Training & Development Journal;Dec68, Vol. 22 Issue 12, p2
Explores the Iowa Employment Security Commission's management and supervisory training institute at the University of Iowa. Curriculum design; Objectives of the program; Program orientation.
- Pre--Supervisory Training--Yes Or No? Grindle, Crosby R. // Training Directors Journal / ASTD;Jan65, Vol. 19 Issue 1, p12
Deals with the issue of pre-supervisory training. Relevance of pre-supervisory training of employees; Survey of business enterprises about their experiences; Program subjects; Problems encountered; Measuring of success.
- Instant Faculty For Supervisory Training. Doyle, Robert J. // Training & Development Journal;Mar1967, Vol. 21 Issue 3, p50
Advises companies on using line people as trainers in supervisory training programs. Program objectives; Ways to help line people overcome stage fright; Scheduling of presentations from line people; Applications of program using line people as trainers.