Focuses on the process of operating self-development groups within a structured program. Includes aims, problems, group characteristics, and conclusions. (JOW)

Examines the effectiveness of wilderness labs as a medium for developing management skills. Wilderness labs involve taking managers out of the corporate comfort zone into the outdoors to confront physical challenges. (JOW)

Describes personal development as a process of individuals acting and reflecting on the world and themselves. Discusses practical issues faced by facilitators in setting up and running self-development groups; focuses on the structure of the process; and presents guidelines. (JOW)

A matrix is presented for evaluating outdoor development programs. The four quadrants (narrow skills, broad skills, fun/enjoyment, self/other awareness) are ranged along two dimensions: tight to loose task approach and low to high intensity process. (SK)

Examines the nature and impact of boundaries and boundary management in interpersonal skills training (IST). States that the management trainer should be aware of the boundaries he is establishing with trainees and colleagues, and the possible consequences, and the boundaries others are establishing and his reactions to them. (NRJ)

An integration of the concepts of situational leadership with what is known about group development and functioning of work groups is discussed as a tool in helping managers, trainers, and group members understand group development and determine the appropriate leader behaviors to use in various situations to build unified, cohesive, and…

Deals with women working in the higher echelons of organizational hierarchies. Discusses why training programs aimed at women only are more beneficial to women than mixed participation. Examines women's minority position, effects of traditional stereotypes, group dynamics, problems women encounter in the workplace, and management education. (CT)

The paper considers some of the problems involved in the interpretation of participants' evaluations of management development programs. In particular, it argues that, in the case of participative "open evaluation" sessions, it is important to recognize that participants' attitudes and feelings toward the learning group may influence the…

Theoretically, schools that practice school-based management (SBM) should be more effective. However, researchers do not agree whether the effects of SBM are negative or positive. This paper discusses how the practice of a self-management framework (in which key actors practice self-management cycles at the school, group, and teacher levels) could…

This paper discusses the silences that arise when female educational administrators reflect on their practices during most public discussions, seminars, and lectures. The term "silence" refers to the situation in which people who perceive themselves as less powerful than those from the dominant culture (that is, women and minorities) tend to not…

A team-oriented approach is replacing the traditional management style in today's organizations. Because team management skills differ, they require different teaching methods. This paper describes an administrator education course designed to develop team management skills from an applied and behavioral viewpoint. Students participate in…

Although negative outcomes of intensive management training are the exception rather than the rule, it is important to recognize and take measures to prevent the possible negative effects of such training. Intensive management development training, particularly in encounter group settings, creates a powerful situation that enables managers to take…