An introduction to the theory and practice of internal evaluation, the process by which staff members evaluate programmes or problems of direct relevance to an organization's management. The author defines the role and skills of internal evaluators, the unique characteristics of evaluation within an organizational context, and explains how to bridge the gap between evaluators and managers. How to identify the user's needs and select appropriate evaluation methods, the stages of internal evaluation growth and the techniques required at each stage and developing and managing the internal evaluation resource are all described in detail.
Demands made on the management skills of Britain's 2.5 million managers increase continually. Each year 90,000 people take courses to improve their management skills. Colleges and universities are expanding to meet this demand for better qualified managers. Employers increasingly regard training as an investment in people. But companies often do not fully understand the challenge of combining a career with study and individuals may underestimate the demands of part-time study. Study Skills for Managers has been developed with all managers in mind. It emphasizes the needs of those beginning a part-time MBA or Diploma, but is also relevant to all managers concerned with self development and with keeping up-to-date. The author brings together practical ideas and advice for busy managers wishing to improve the effectiveness of their self-development and study skills. The book covers a wide range of topics including: information and memory; diagrams as an aid to thinking and learning; reading and report writing; time management; and stress management. Readers are encouraged to test and develop their own skills at every stage and to assess their own strengths and weaknesses. A series of exercises increases the reader's self-confidence and builds links between the world of work and the world of management learning.
An emerging approach to collective entrepreneurship by employees is described in this volume. The author uses as the basis of his research a car parts factory - a small yet highly successful division of a quickly growing and profitable corporation. Stewart describes the resources needed for the company to succeed, which include work action, management participation, and internal transformational capabilities. Finally he relates the concept to cross-cultural studies of entrepreneurship.
An emerging approach to collective entrepreneurship by employees is described in this volume. The author uses as the basis of his research a car parts factory - a small yet highly successful division of a quickly growing and profitable corporation. Stewart describes the resources needed for the company to succeed, which include work action, management participation, and internal transformational capabilities. Finally he relates the concept to cross-cultural studies of entrepreneurship.
