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首页> 外文学位 >THE SUCCESSFUL TRANSFER OF U.S. TELECOMMUNICATIONS AND RELATED TECHNOLOGIES TO THE THIRD WORLD: CORE COMPETENCIES FOR INDUSTRY MANAGERS OF INTERNATIONAL HUMAN RESOURCE DEVELOPMENT (UNITED STATES).
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THE SUCCESSFUL TRANSFER OF U.S. TELECOMMUNICATIONS AND RELATED TECHNOLOGIES TO THE THIRD WORLD: CORE COMPETENCIES FOR INDUSTRY MANAGERS OF INTERNATIONAL HUMAN RESOURCE DEVELOPMENT (UNITED STATES).

机译：美国电信和相关技术的成功转让：国际人力资源开发行业经理的核心能力（美国）。

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摘要

What is the core of international human resource development (HRD) competencies the telecommunications industry can use to evaluate candidates for third world technology transfer assignments? How are the competencies best learned? A recent study addressed these questions. Data collection centered on opinion from industry experts, and the Delphi technique was used.; The profile of experts reflected an average of 25 years in the telecommunications industry and 10 years in international HRD. This included an average of 3.5 years spent abroad. The experts were chiefly managers, vice presidents, and presidents or chief executive officers. The remainder were retired executives, specialists, or consultants.; Competencies were analyzed to discover the highest median levels of importance and the highest degrees of consensus among the experts. The purpose was to identify the core international HRD competencies. The 64 competencies which met the criteria were prioritized at the highest importance and consensus levels. Competencies found in the categories personal and communication skills were found the most important. Competencies in the technical knowledge of telecommunications and knowledge of the U.S. categories were the least important.; The best learning media were found for nearly 50 percent of the core competencies. The preferred order of learning is corporate training (55%), experience (32%), higher education (10%), and self study (3%).; Immediate use of the core competencies can be as follows: as (1) a framework to initiate a new or verify an existing international HRD manager selection process/evaluate consultants; (2) a basis to develop job performance criteria; (3) a checklist for assessing ongoing/planned corporate/graduate programs in international HRD (to include predeparture training); and (4) a starting point for continued research.
机译：电信行业可以用来评估第三世界技术转让任务候选人的国际人力资源开发（HRD）能力的核心是什么？如何最好地学习能力？最近的一项研究解决了这些问题。数据收集以行业专家的意见为中心，并使用了Delphi技术。专家的介绍反映了电信行业平均25年和国际人力资源开发10年的经验。这包括平均在国外度过3.5年。专家主要是经理，副总裁以及总裁或首席执行官。其余为退休的高管，专家或顾问。对能力进行了分析，以发现专家中最高的中值水平和最高的共识度。目的是确定国际人力资源开发的核心能力。满足标准的64个能力以最高的重要性和共识级别被优先考虑。在个人和沟通技能类别中发现的能力被认为是最重要的。电信技术知识和美国类别知识的能力最不重要。最好的学习媒体占了核心竞争力的近50％。首选的学习顺序是公司培训（55％），经验（32％），高等教育（10％）和自学（3％）。立即使用核心能力的方法如下：（1）建立新的或验证现有的国际人力资源开发经理甄选程序/评估顾问的框架； （2）制定工作绩效标准的依据； （3）用于评估国际人力资源开发中正在进行/计划中的公司/研究生课程的清单（包括出发前培训）； （4）继续研究的起点。

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  • 作者

    STEEVES, WILLIAM DEWITT, JR.;

  • 作者单位

    The George Washington University.;

  • 授予单位 The George Washington University.;
  • 学科 Education Industrial.
  • 学位 Educat.D.
  • 年度 1984
  • 页码 266 p.
  • 总页数 266
  • 原文格式 PDF
  • 正文语种 eng
  • 中图分类 T-4;
  • 关键词

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