The Need for Continuing Education in Management Development: Case of Kuwait University

By Alansari, Eissa M.; Al-Shehab, Ali J. | Social Behavior and Personality: an international journal, September 10, 2006 | Go to article overview

The Need for Continuing Education in Management Development: Case of Kuwait University


Alansari, Eissa M., Al-Shehab, Ali J., Social Behavior and Personality: an international journal


The need for continuing education in management development was investigated with special reference to Kuwait University, and the nature and practice of continuing education, its purposes, problems and its evaluation in relation to management development were reviewed. It was concluded that education supports the creation of new social relationships and that continuing education must remedy the failures of formal education, and the existing distortion of socioeconomic and cultural aspects of society. Recommendations are made to facilitate achievement of these goals.

Keywords: continuing education, management development, Kuwait.

Continuing education can be defined as an education that comprises conferences, seminars, and refresher courses that occur while a person is in paid employment. Thus, it provides chances for employers and workers to gradually upgrade their skills. Ubeku (1975) points out that an employee should be helped to grow into more responsibility by systematic training and development. He also states that continuing education can be described as a kind of learning environment and educational program whereby the learner is given the opportunity to acquire some kind of organized knowledge, and to be able to combine his/her studies with other work activities. This could be done from home or place of work. The aim is to improve skills for specific purposes, usually to improve academic qualifications and add to experience.

Through the human resources of an organization, continuing education is an effective and efficient fundamental way to update and keep abreast of the explosion of knowledge. George (1977) states that manpower is considered an economic resource. It represents the aggregate of skills and attitudes resulting from education plus training that equips a labor force with a capacity to plan, organize, and carry out economic processes.

Olaitan (1986) examined the US Government Printing Office and showed that manpower development involves efforts to stimulate more employment opportunities, to upgrade the skills and adaptability of the work force, and to link job and person more effectively. Thus development in manpower means the gradual upgrading of the employee's knowledge, skills and attitudes for present and future roles in the industry. It equips individuals to enable them to perform present jobs effectively and prepares them adequately for future challenges.

Opuwill and Uwameiye (2003) discuss the need for continuing education in manpower development and conclude that it is very necessary to increase liaison and communication between industrial organizations and educational institutions in curriculum planning and development. They suggest that this could include a careful review of the criteria of the formal education system.

Eliason, Blinn and Perry (2003) state that approaches to forest management are changing as the public's expectations about forest resources broaden, environmental concern grows, and scientific knowledge about forests advances. Natural resource professionals rely in part on continuing education to stay abreast of new ideas and strategies for managing forest resources. The authors of that study conducted a series of focus groups to ensure that such educational programs are successful in instructing about natural resource professionals' education needs with regard to voluntary timber harvesting and forest management guidelines. Recommendations for conducting forest management guideline education programs were presented and these recommendations also apply generally to education programs for other natural resource professionals.

The current study looks at the need for continuing education in management development, and reviews its nature and practice, purposes, problems and evaluation in relation to management development with special reference to the Center for Continuing Education and Community Service at Kuwait University.

THE LABOR MARKET AND EDUCATION IN KUWAIT

Lundgren (1978) identifies economic changes that demand new knowledge and skills, and change within the educational system. …

The rest of this article is only available to active members of Questia

Sign up now for a free, 1-day trial and receive full access to:

  • Questia's entire collection
  • Automatic bibliography creation
  • More helpful research tools like notes, citations, and highlights
  • Ad-free environment

Already a member? Log in now.

Notes for this article

Add a new note
If you are trying to select text to create highlights or citations, remember that you must now click or tap on the first word, and then click or tap on the last word.
One moment ...
Default project is now your active project.
Project items

Items saved from this article

This article has been saved
Highlights (0)
Some of your highlights are legacy items.

Highlights saved before July 30, 2012 will not be displayed on their respective source pages.

You can easily re-create the highlights by opening the book page or article, selecting the text, and clicking “Highlight.”

Citations (0)
Some of your citations are legacy items.

Any citation created before July 30, 2012 will labeled as a “Cited page.” New citations will be saved as cited passages, pages or articles.

We also added the ability to view new citations from your projects or the book or article where you created them.

Notes (0)
Bookmarks (0)

You have no saved items from this article

Project items include:
  • Saved book/article
  • Highlights
  • Quotes/citations
  • Notes
  • Bookmarks
Notes
Cite this article

Cited article

Style
Citations are available only to our active members.
Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

(Einhorn, 1992, p. 25)

(Einhorn 25)

1

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited article

The Need for Continuing Education in Management Development: Case of Kuwait University
Settings

Settings

Typeface
Text size Smaller Larger Reset View mode
Search within

Search within this article

Look up

Look up a word

  • Dictionary
  • Thesaurus
Please submit a word or phrase above.
Print this page

Print this page

Why can't I print more than one page at a time?

Full screen

matching results for page

Cited passage

Style
Citations are available only to our active members.
Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn, 1992, p. 25).

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences."1

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited passage

Thanks for trying Questia!

Please continue trying out our research tools, but please note, full functionality is available only to our active members.

Your work will be lost once you leave this Web page.

For full access in an ad-free environment, sign up now for a FREE, 1-day trial.

Already a member? Log in now.