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Training evaluations reveal degrees of value creation for stakeholders. The evaluation results can help to improve the quality of teaching and prevent wasting of educational efforts. In this study, using the Kirkpatrick model (1994), effectiveness on management development curriculums of behavioral level has been studied in descriptive and quasi- experimental method. It should be noted that this study is considered as a longitudinal one. Two weeks before starting the curriculum, a pre-test survey was employed to measure behavioral changes resulting from learning experiment. The post-test involves measuring changes in learners' behavior in two time periods: 1) Two weeks after completion of the curriculum, 2) one or two months after finishing the curriculum. Evaluation results indicate that the changes in job behavior resulted from the training curriculum has different effects as follow: although it can be seen within two weeks, but it is not stable. After one month it has decreased, but it is not stable, and finally after one month has decreased. In other words, learning of learners in these curriculums is not conducive to change their job. This Indicate the cause of failure of eleven deterrent effect of reducing or neutralizing the effectiveness trains of management development. The results of this study indicate that the training system of Iran development management is in need of fundamental revision. This review primarily involves the selecting an appropriate theoretical model and then design a training needs assessment based on job level, organizational level, and cross it

Keywords: Training Effectiveness, Evaluation Levels, and Management Development

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