Abstract
During the last several years the use of management skill assessment programs has become increasingly popular. Extensive research has been devoted to the development of assessment methodologies, and many attempts have been made to apply such systems to the often frustrating task of grooming management trainees. A number of serious reactions seem to occur, however, whenever assessment programs and training programs are poured into the same bottle. The reactions range from simple stagnation to uncomfortable eruptions. This paper sets forth a new model which seems to be a favorable catalyst in the assessment/training experiment. This model, called the Hive, is more graphic and more immediately comprehensible than any previous one. It is perhaps the first assessment model that places more emphasis on positive training results than on predicting performance.
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