Need For Management Development Research Articles

Enhancing outcomes in IVF laboratories: navigating the human element through leadership and emotional intelligence.

We analyze the psychological and interpersonal aspects of in vitro fertilization (IVF)laboratory operations, highlighting how human factors such as leadership style, emotionalintelligence (EI), and team dynamics influence the effectiveness of IVF treatments. We alsoexamine the role of personality dynamics in team functioning and the adverse effects of toxicbehaviors on laboratory performance and morale. The manuscript comprehensively reviews contemporary literature about leadership styles, EI,and team dynamics. It also includes a detailed analysis of the ramifications of their operationswithin IVF laboratories. The primary emphasis resides in determining how these humanfactors contribute to the overall efficacy of IVF treatments and following patient outcomes. The findings suggest that staff well-being is not just a concern, but a critical factor inenhancing successful IVF outcomes. Leadership styles that promote emotional intelligenceand healthy team dynamics significantly improve laboratory performance. On the other hand,a toxic workplace negatively impacts staff well-being and patient outcomes. The studyhighlights the need for management development and EI training as vital components ofsuccessful IVF laboratory operations, reassuring the audience that these measures can lead toimproved outcomes. This manuscript presents the case for an equitable operational framework that recognizes thevalue of soft skills and technical expertise in IVF laboratories. It underscores the significanceof emphasizing the human element in reproductive medicine, proposing that by prioritizingempathy and delineating the contributions of the human factor, the field can achieve itsmaximum potential and enhance outcomes for staff members and patients. The pivotal role offuture research in empirically substantiating the influence of these human factors in realizingsuccessful IVF laboratories cannot be overstated, and we urge the academic community toparticipate actively in this crucial area of research.

Learning outcomes of a work-based training programme

Purpose – The purpose of this study was to explore the extent to which first-line managers' (FLMs') support of employee learning activities influence the learning outcomes and the transfer of training from a work-based vocational education and training (VET) programme. Design/methodology/approach – The study was designed as a multiple-case study including six service units in elder care. Data were collected through interviews with managers and care workers in the six units. Findings – The study demonstrated that the role of FLMs was a significant condition for the learning outcomes attained and for positive transfer of training. For care workers to attain benefits from training that went beyond the individual level, that is, benefits at the level of the work team or the organisation, a supportive FLM role appeared to be necessary. Research limitations/implications – The statistical generalisability of the study is limited by its character of a multiple-case study of six work units. At the same time, a strength of the study lies in its potential for analytic generalisations, that is, for identifying and verifying theoretically meaningful patterns across a number of cases. Practical implications – The findings suggest a need for management development that promotes a broader understanding of the task as FLM, and, specifically, improved knowledge and skills regarding how to lead and organise learning and development processes in a workplace. Originality/value – Using a qualitative approach, this study adds to the limited knowledge of FLMs' influences on the learning outcomes and the positive transfer from work-based training.

Strengthening the public health workforce: three CDC programs that prepare managers and leaders for the challenges of the 21st century.

To address the need for management development in public health, the Centers for Disease Control and Prevention (CDC) established three independent workforce development initiatives aimed primarily at strengthening management and leadership capacity: the Sustainable Management Development Program, the Management Academy for Public Health, and the CDC Leadership and Management Institute. Though independently designed and implemented, the programs share similar guiding principles in their approach to management development: interactive (adult) learning, management tools that reinforce evidence-based decision making, individual feedback, continuous improvement of the learning process, posttraining support for networking and life-long learning, and teamwork. This article will discuss important lessons learned regarding best practices in management and leadership development.

Developing University Managers

This article reports the results of a study of the extent of management development programmes for managers of universities. The method used was a postal survey of all UK universities, which produced a response of over 60 per cent of universities. According to the responses received, about half of UK universities provide some organised management development for their managers with the other half doing nothing to develop their managers in any systematic way. On this basis, universities provide less management development for their managers than most other UK organisations. A few universities have achieved, and some are intending to seek, the Investors in People standard. Personnel managers within the universities are convinced of the need for management development for those who manage our universities. However, lack of resources and lack of commitment from vice‐chancellors and other senior academics are the main barriers to the successful implementation of systematic management development.

Do high‐flyer programmes facilitate organizational learning? From individual skills building to development of organizational competence

Provides an overview and a critical analysis of the concept of high‐flyer programmes in management development. Based on a discussion of the need for management development in modern knowledge‐ and service‐based organizations, discusses strengths and weaknesses of traditional management development programmes. In particular, presentsthe so‐called “fast‐track” programmes for high‐potential employees. Shows that although management development is supposed to be a vital contributor to organizational competence, learning, and change, high‐flyer programmes are (still) mainly an instrument for individual and personal career development. Presents an alternative interpretation of management development which emphasizes the match between personal growth and organizational learning, and which links career, organization development and competitive advantage of the organization. In conclusion, discusses implications for practice and research.

Do high‐flyer programmes facilitate organizational learning?

Gives an overview and a critical analysis of the concept of high‐flyer programmes in management development. Based on a discussion of the need for management development in modern knowledge‐ and service‐based organizations, discusses the strengths and weaknesses of traditional management development programmes. In particular, presents the so‐called fast‐track programmes for high‐potential employees. Shows that although management development is supposed to be a vital contributor to organizational competence, learning and change, high‐flyer programmes are still mainly an instrument for individual and personal career development. Presents an alternative interpretation of management development, which emphasizes the match between personal growth and organizational learning, and which links career, organizational development and the competitive advantage of the organization. In conclusion, discusses the implications for practice and research.

Involving Doctors in Management: A Survey of the Management Development Career Needs of Selected Doctors in NHS Wales

The pace of the development within the NHS initiated both by recent government reforms aimed at introducing a more businesslike attitude to health care, coupled with advances in clinical medicine has necessitated a management response from the medial profession. To date, however, the management training of doctors remains sparse, and is almost non‐existent at medical undergraduate level due to the long demands of the clinical specialties. While the need for management development of doctors is recognised at postgraduate (Senior Registrar) level both access to and content of the training are strongly variable throughout the NHS in Wales. As Hadley and Forster (1993) note:—

Meeting the Need for Management Development in Eastern Europe

Seeks to assess the impact of “imported” management education on the development of managers in former command economies of Eastern Europe. In particular, examines the attitudes of Hungarian managers who have completed a British Diploma in Management. Statements made by the managers in their projects were noted against a number of factors, which have previously been found to be characteristic of command and market economies, in an attempt to measure the extent to which the “cognitive maps” of the managers are evolving in response to the new situation. The analysis showed that in some areas the process has begun tentatively, but in a number of aspects is a long way from being fully internalized. The managers appear to have understood the vocabulary without necessarily internalizing the concepts required.

The Legalities of Employee Discharge: A Growing Need for Management Development

During the past few years a movement has begun in the USA towards passing laws that would require the discharge of employees only for just cause. Erosion of the employment‐at‐will doctrine has begun. This will continue, given social and judicial trends. This has significant implications for managers. Managers can influence this trend by adopting formal policies on employee discipline and discharge. They must be familiar with the employment‐at‐will issue and organisational procedures for preventing its growth. A management development programme is discussed that covers employee discipline. It has been implemented and used successfully by many organisations. A key to its success lies in the variety of topics covered, its appropriateness to all managers and the efficiency with which the material can be covered. Its aim is to prevent future employee charges of unjust discipline and discharge, while fostering an organisational environment based on high employee morale and productivity. The concept of employment‐at‐will and its impact on managers is reviewed.

The need for management development in health care institutions.

(1978). The Need for Management Development in Health Care Institutions. Hospital Topics: Vol. 56, No. 5, pp. 26-31.