Anita Lasmane, Signe Enkuzena

MANAGEMENT TRAINING PROGRAMME CHARACTERISTICS IN LATVIA

The goal of the paper is to reveal if the content and training methods of Management Training Programmes offered by T&D companies in Latvia can ensure the development of competences topical for managers in post-industrial economics. A meta-analysis of effective criteria of the content of Management Training Programmes and effective training methods in post-industrial economics has been performed. Managers’ competences that are required for ensuring sustainable and socially responsible operation of a post-industrial enterprise have been identified in the meta-analysis. Practice oriented, experience based and integrated training methods have been identified. The authors revealed that the content of the training programme is a significant precondition for improving managers’ competence because the efficiency of knowledge changes very fast in a post-industrial enterprise. The correspondence of the content of Management Training Programmes and training methods offered by T&D companies in Latvia to the effectiveness criteria identified in the meta-analysis have been tested with the help of content analysis. The content of Management Training Programmes should help to reduce the lack of managers’ competence; however, in practice, the content of Management Training Programmes is often general and unclear, and not sufficiently various experience based training methods are used. The authors recommend criteria for evaluating the content of Management Training Programmes and training methods.

Keywords:

Management training, Management Training Programme Management training methods, Training evaluation,

PDF

___

Antunes, Don and Thomas Howard (2007), “The competitive (dis)advantages of
European business Schools”, Long Range Planning, Vol. 40, No. 3, pp.382–404. Bolt, James F. (2005), The future of executive development, Oklahoma City, OK:
Executive Development Associates, Inc., pp.3–20. Brinkman, Svend (2008), “Changing psychologies in the transition from industrial society to consumer society”, History of the Human Sciences, Vol. 21, No. 2, pp.85–110.
Büchel, Bettina and Antunes Don (2007), “Reflections on Executive Education:
The User and Provider’s Perspectives”, Academy of Management Learning & Education, Vol. 6, No. 3, pp. 401–411. Datar, Srikant M., Garvin David A. and Cullen Patrick G. (2010), Rethinking the MBA: Business education at crossroads, Boston, MS: Harvard Business Press, p.8.
Enkuzena, Signe and Lasmane Anita (2012), “Management Training Evaluation
Criteria: Results for Qualitative Research in Latvia”, Unpublished paper. Hind, Patricia, Wilson Andrew and Lenssen Gilbert (2009), “Developing leaders for sustainable business”, Corporate Governance, Vol. 9, No. 1, pp.7–20.
Kalargyrou, Valentini and Woods Robert H. (2010), “Wanted: Training
Competencies for the 21 sth century”, International Journal of Contemporary Hospitality Management, Vol. 23, No. 3, pp.1–33. Korotov, Konstantin (2009), “Executive Education Programs in Times of
Economic Crisis: Considerations for Learning and Development Professionals”, ESMT European School of Management and Technology, Business Brief , No. BB-309-001, pp.3–25. Lloyd, Frank and Perryman David (2006), The Case for University-Based
Executive Education, http://www.docstoc.com/docs/73368525/A-Brief-History- of-Executive-Education, [Accessed 23.01.2012].
Mulec, Kina (2006), “Positive professional leaders: aspects to consider in leadership development”, Leadership and Organisational Development Journal, Vol. 27, No. 1, pp.66–81.
Pool, Roald (2011), “Training for results: innovative synergy between learning and business performance”, Industrial and Commercial Training, Vol. 43, No. 1, pp.31–40.
Powell, Skylar K. and Yalcin Serkan (2010), “Managerial training effectiveness.
A meta-analysis 1952-2002”, Personnel Review, Vol. 39, No. 2, pp.227–241.