Intelligence as a variable affecting attitude change in management development courses
Wilterding, Jim Arnold
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Despite the cost and pervasiveness of management development, there has been, to date, a paucity of research concerning attitude change produced by management development courses. Even less research has been addressed to the question of why these courses influence a chance in attitude. Organizations are thus spending money without a solid determination of the program's effectiveness. Since there is no indication that management development activities will appreciably lessen, it seems appropriate that research be conducted to determine if attitudes do change, and why. Only after such study will one know who should participate, what communication (course content) should be used, what instructional methodology should be employed, and who should instruct. Without such research, management development will be a casualty on two fronts: the fad criticism will continue because there is no systematic, unified approach; and firms will not know if they are providing developmental activities which will produce the desired objectives.