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The impact of culture and religion on leadership and management training: A comparison of three continents

The role of training and education in the development of senior management and leaders is critical to the long-term development of organisations. This paper seeks to explore and discuss the methods used for training and developing senior and executive managers across Africa, China, Europe and the M...

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Main Authors: Jonathan Liu,, Jonathan A. J. Wilson.,
Format: Article
Language:English
Published: Penerbit Universiti Kebangsaan Malaysia 2011
Online Access:http://journalarticle.ukm.my/3487/1/jp33-03-lock.pdf
http://journalarticle.ukm.my/3487/
http://pkukmweb.ukm.my/penerbit/jurus.htm
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spelling my-ukm.journal.34872016-12-14T06:34:38Z http://journalarticle.ukm.my/3487/ The impact of culture and religion on leadership and management training: A comparison of three continents Jonathan Liu, Jonathan A. J. Wilson., The role of training and education in the development of senior management and leaders is critical to the long-term development of organisations. This paper seeks to explore and discuss the methods used for training and developing senior and executive managers across Africa, China, Europe and the Middle East. The paper outlines the methods used to identify training needs, selection of trainers and trainees, curriculum development and implementation of delivery. The paper further considers the evaluation criteria used to gauge the success of training in meeting training needs and provides an insight into the challenges faced by course designers and deliverers. The paper uses evidence collected over a five-year period between 2005-2009 on groups of senior managers and executives receiving training in the UK, sponsored by both British and other national governments. The paper has found little difference in the manner in which curriculum has been developed and how trainees are selected. However, the training needs and the identification of trainers have shown differences in approach and selection. Whilst there is evidence to suggest that training needs have been met, this is only in the short term and long-term needs are yet to be addressed. Furthermore, in support of long-term objectives, the ability to recognise and accommodate religion and culture remain areas necessitating further understanding. Penerbit Universiti Kebangsaan Malaysia 2011-12 Article PeerReviewed application/pdf en http://journalarticle.ukm.my/3487/1/jp33-03-lock.pdf Jonathan Liu, and Jonathan A. J. Wilson., (2011) The impact of culture and religion on leadership and management training: A comparison of three continents. Jurnal Pengurusan, 33 . pp. 29-36. ISSN 0127-2713 http://pkukmweb.ukm.my/penerbit/jurus.htm
institution Universiti Kebangsaan Malaysia
building Perpustakaan Tun Sri Lanang Library
collection Institutional Repository
continent Asia
country Malaysia
content_provider Universiti Kebangsaan Malaysia
content_source UKM Journal Article Repository
url_provider http://journalarticle.ukm.my/
language English
description The role of training and education in the development of senior management and leaders is critical to the long-term development of organisations. This paper seeks to explore and discuss the methods used for training and developing senior and executive managers across Africa, China, Europe and the Middle East. The paper outlines the methods used to identify training needs, selection of trainers and trainees, curriculum development and implementation of delivery. The paper further considers the evaluation criteria used to gauge the success of training in meeting training needs and provides an insight into the challenges faced by course designers and deliverers. The paper uses evidence collected over a five-year period between 2005-2009 on groups of senior managers and executives receiving training in the UK, sponsored by both British and other national governments. The paper has found little difference in the manner in which curriculum has been developed and how trainees are selected. However, the training needs and the identification of trainers have shown differences in approach and selection. Whilst there is evidence to suggest that training needs have been met, this is only in the short term and long-term needs are yet to be addressed. Furthermore, in support of long-term objectives, the ability to recognise and accommodate religion and culture remain areas necessitating further understanding.
format Article
author Jonathan Liu,
Jonathan A. J. Wilson.,
spellingShingle Jonathan Liu,
Jonathan A. J. Wilson.,
The impact of culture and religion on leadership and management training: A comparison of three continents
author_facet Jonathan Liu,
Jonathan A. J. Wilson.,
author_sort Jonathan Liu,
title The impact of culture and religion on leadership and management training: A comparison of three continents
title_short The impact of culture and religion on leadership and management training: A comparison of three continents
title_full The impact of culture and religion on leadership and management training: A comparison of three continents
title_fullStr The impact of culture and religion on leadership and management training: A comparison of three continents
title_full_unstemmed The impact of culture and religion on leadership and management training: A comparison of three continents
title_sort impact of culture and religion on leadership and management training: a comparison of three continents
publisher Penerbit Universiti Kebangsaan Malaysia
publishDate 2011
url http://journalarticle.ukm.my/3487/1/jp33-03-lock.pdf
http://journalarticle.ukm.my/3487/
http://pkukmweb.ukm.my/penerbit/jurus.htm
_version_ 1643735743797919744
score 13.211869

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