A case study of the management development program in one medium-to-large U.S. corporation, using Tyler's framework

UNCG Author/Contributor (non-UNCG co-authors, if there are any, appear on document)
Salvatore Joseph Sinatra (Creator)
The University of North Carolina at Greensboro (UNCG )
Web Site: http://library.uncg.edu/
Lois V. Edinger

Abstract: The purpose of this study was to examine the extent to which the training and development program in one medium-to-large American company had been developed using the framework prescribed by Ralph Tyler (1949). The focus was on the approach used by that company to add, delete, change, and structure individual courses for the total program. The study was based on findings in the literature that 1) management training and development (MD) programs are necessary but costly, yet are often being developed through random or other nonsystematic means; 2) company executives prefer a systematic approach to other means; 3) Tyler's framework, an example of the systematic approach, is the method most suitable and preferred. The research procedure used was a case study. Formal interviews were conducted, using a structured interviewing outline developed for this study, with the firm's curriculum developer, two subject matter experts, two participants, and a staff manager. Data were also obtained from the researcher's observation of and participation in a company-sponsored training session, from his review of training documents on file in the company's training organization, and from informal conversations with employees.

Additional Information

Language: English
Date: 1984
Management $x Employee participation
Employees $x Training of

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