| dc.contributor.author | Manikutty, S. | |
| dc.date.accessioned | 2005-10-27T10:21:36Z | |
| dc.date.available | 2005-10-27T10:21:36Z | |
| dc.date.copyright | 2005 | |
| dc.date.issued | 2005-10-27T10:21:36Z | |
| dc.identifier.uri | http://hdl.handle.net/11718/10030 | |
| dc.description | Vikalpa: The Journal for Decision Makers, Vol. 30, No. 2, (April-June, 2005), pp. 57-64 | en |
| dc.description.abstract | This paper argues that for effective development of managers, training programmes are far from
sufficient. The major development of managerial capabilities, in fact, takes place not so much as
a result of training programmes as on the job. But this development can be directed or undirected
and one of the important tasks of a senior manager is to make sure this development is directed and
effective | |
| dc.language.iso | en | en |
| dc.subject | Mentor | en |
| dc.subject | Organizational Learning | en |
| dc.subject | Training Programmes | en |
| dc.subject | Disseminator | en |
| dc.title | Manager as a trainer, coach and mentor | en |
| dc.type | Article | en |
