The Perils of Intensive Management Training and How to Avoid Them. Technical Report Number 19.

Autor/in	Kaplan, Robert E.
Institution	Center for Creative Leadership, Greensboro, NC.
Titel	The Perils of Intensive Management Training and How to Avoid Them. Technical Report Number 19.
Quelle	(1981), (38 Seiten)Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; Monographie
ISBN	0-912879-17-3
Schlagwörter	Stellungnahme; Adult Education; Classroom Techniques; Educational Benefits; Educational Needs; Educational Practices; Evaluation Criteria; Group Dynamics; Guidelines; Individual Power; Inservice Education; Interaction Process Analysis; Interpersonal Communication; Interpersonal Relationship; Leadership Training; Management Development; Postsecondary Education; Self Evaluation (Individuals); Student Evaluation; Teacher Student Relationship; Trainers; Training Methods + Suchen Sie Ihr Suchwort? Adult; Adults; Education; Adult basic education; Adult training; Erwachsenenbildung; Klassenführung; Bildungsertrag; Educational need; Bildungsbedarf; Bildungspraxis; Gruppendynamik; Richtlinien; Eigeninitiative; Berufsbegleitende Ausbildung; Prozessanalyse; Interpersonale Kommunikation; Interpersonal relation; Interpersonal relations; Interpersonelle Beziehung; Zwischenmenschliche Beziehung; Führungslehre; Post-secondary education; Tertiäre Bildung; Schulnote; Studentische Bewertung; Teacher student relationships; Lehrer-Schüler-Beziehung; Ausbildungslehrer; Trainer; Didaktik; Trainingsmaßnahme
Abstract	Although negative outcomes of intensive management training are the exception rather than the rule, it is important to recognize and take measures to prevent the possible negative effects of such training. Intensive management development training, particularly in encounter group settings, creates a powerful situation that enables managers to take a fresh look at themselves; however, it may also expose them to attack and rejection. The potential for harm lies mainly in the power relationship between trainer and participants. Problems may develop as a result of the trainers' (1) potential for abuse of power because of their superior position, (2) failure to be accepting, (3) abdication of authority, and (4) unrealistically high expectations. Individuals particularly likely to be hurt by intensive management development training are those who possess one or more of the following characteristics: fragility, unattractiveness, characteristics different from the leader and or other participants, opposition to the norms of the training program, and self-destructiveness. The risks of intensive training can be minimized by making attendance at intensive training sessions voluntary, screening potential participants with care, conducting thorough briefings and debriefings for participants, selecting and training trainers carefully, and developing guidelines for trainers to follow when dealing with high-risk participants. (MN)
Anmerkungen	Center for Creative Leadership, P.O. Box P-1, Greensboro, NC 27403 ($7.00).
Erfasst von	ERIC (Education Resources Information Center), Washington, DC