Please use this identifier to cite or link to this item: http://hdl.handle.net/11718/2245
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dc.contributor.authorDas, J. P.
dc.contributor.authorMisra, Sasi
dc.contributor.authorMishra, Rama K.
dc.date.accessioned2010-04-17T06:46:23Z
dc.date.available2010-04-17T06:46:23Z
dc.date.copyright1991-12
dc.date.issued2010-04-17T06:46:23Z
dc.identifier.urihttp://hdl.handle.net/11718/2245
dc.description.abstractThe evidence in favour of predicting managerial success from intelligence tests is mixed. It is difficult to support the predicability of intelligence tests for occupational success (Thornton & Byham, 1982). After reviewing the evidence, Thornton & Byham reluctantly recommend the use of intelligence tests only for the selection of first-level supervisors ( p. 158 ). McClelland in his article begins with provocative remarks, such as, we blindly promote "the use of tests as instruments of power over the lives of many Americans" (P.1). He concludes that education or school grades are unrelated to vocational success in a wide variety of jobs. McClelland recommends that generalized competencies should be delineated by focusing directly on the thought patterns which are required for the manager's roles.en
dc.language.isoenen
dc.relation.ispartofseriesWP;1991/989
dc.subjectManagementen
dc.subjectStrategic planningen
dc.titleA test for strategic planning related to managementen
dc.typeWorking Paperen
Appears in Collections:Working Papers

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