Intelligence as a variable affecting attitude change in management development courses

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dc.creatorWilterding, Jim Arnold
dc.date.accessioned2016-11-14T23:18:02Z
dc.date.available2011-02-18T21:00:03Z
dc.date.available2016-11-14T23:18:02Z
dc.date.issued1970-05
dc.degree.departmentBusiness Administrationen_US
dc.description.abstractDespite 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.
dc.format.mimetypeapplication/pdf
dc.identifier.urihttp://hdl.handle.net/2346/15223en_US
dc.language.isoeng
dc.publisherTexas Tech Universityen_US
dc.rights.availabilityUnrestricted.
dc.subjectIntelligence levelsen_US
dc.subjectAttitude changeen_US
dc.subjectManagementen_US
dc.subjectSchool management and organizationen_US
dc.titleIntelligence as a variable affecting attitude change in management development courses
dc.typeThesis

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