Effective management development program evaluation and review technique: A study of Purdue University Engineering/Management Program

• Main Author: Khan, Abdul Hamid
• Format: Dissertation
• Language: English
• Subjects: business administration, general; business administration, management; education, adult and continuing; psychology, industrial
• ISBN: 059121136X; 9780591211368

This study entitled, "Effective Management Development Program Evaluation and Review Technique," examined Purdue University Engineering/Management Program for 1995. The purpose of the program was to offer management training to a population of ninety-eight engineering managers. From a quality assurance perspective the study attempted to measure those changes that occurred in the knowledge, skills and behaviors of the participants, from before to after the program, in four levels of program effect e.g., reaction, learning, behavior and results.
Responses were gathered using qualitative interviews. Evidence was gathered using Learning Skills Inventory. Behavior was gathered using Leadership Effectiveness and Adaptability Description Questionnaire. Results were gathered using Managerial Skills Questionnaire of Importance and Competence over pretest, posttest and a three-month posttest on the job.
Forty-two management skills criteria were collapsed to identify seven main leadership skills for reliable evidence on the hypotheses tested: Leadership/Organization, Human Resource Management, Financial Management, Decision Making, Strategic Planning, Negotiation and Conflict Resolution, and Managerial Communication. Important findings are summarized below.
No significant differences were found in the Importance of each leadership skills: (a) by the type of company's business, (b) by the number of years of employment with the current employer, (c) by the number of years in the industry, and (d) by the type of degrees held by the manager (BS, MS, MBA).
Significant Differences were found in the Importance of each leadership skills: (a) by a broad range of titles, (b) by the size of company, and (c) by the number of years in current position.
No significant differences were found in the Competence of each leadership skills: (a) by the type of company's business, (b) by the size of company, (c) by the number of years in current position, (d) by the type of degrees held by the manager (BS, MS, MBA), and (e) by the number of years in the industry.
Significant Differences were found in the Competence of each leadership skills: (a) by a broad range of titles and (b) by the number of years of employment with the current employer.