How can managers prepare for extreme but exceptional events and for the challenge of managing complexity and uncertainty in their daily business? Confronted with the challenge of achieving high and reliable performance in risk-prone, fast-paced, and unpredictable environments, managers and management scholars can learn a lot from the organizing…

Any organization with a comprehensive training program has a leadership development curriculum. These programs include everything from conventional classroom learning with guest speakers to high-tech simulations and lavish retreats. There also may be mentorship thrown in, as well as multiple job rotations. Despite the well-rounded curricula, many…

Continuation of a two-part feature on how the exigencies of recession can spark a change of training direction from activity to results. (See CE 512 717 for part one.) (JOW)

Discusses the Managerial Grid versus Situational Leadership approach to management development. Suggests that they need to be supplemented by new theoretical models, called "Living Systems." (JOW)

Offers a four-step approach that highlights the key issues at each stage of the coaching process: (1) contract with the client; (2) observe and assess needs; (3) constructively challenge; and (4) handle resistance. (JOW)

The learning style of older executives differs from that of younger ones. If training is to be effective, the methodology must be different as well. Trainers must "look to the learner" if they are to meet the learning needs of senior executives as well as satisfy the demands of the marketplace. (JOW)

Discusses myths about the Japanese management styles; what the West can learn from the Japanese; the concept of nonlinear management; and training modules which teach self-discipline, tolerance, and nonlinear management. (CT)

This article offers 14 practical guidelines that can help pave the way to credibility for the training department in an organization. (Author)

Discusses why measuring behavior change is an effective way to project how the training program is contributing to the objectives of the organization and reducing operating costs. (CT)

Discusses a universal foundation upon which a comprehensive supervisory training program may be built. Individual businesses can modify the basic plan, which was developed by the International Labour Organization, to fit their needs. (JOW)

Lists important management skills and examines how the skills of women are viewed as compared to men as well as how trainers can better respond to the specific needs of women in management positions. (Author)

Discusses the Chinese commitment to training and human resource development. Describes a department store, the Chinese Enterprise Management Association, a tool factory, and management development centers. (JOW)

Competency models involve a methodology that demonstrates the validity of the model's standards: are people who have the competencies better managers than those who do not? Competency models should no longer be regarded as a panacea and should be only one of the tools used by trainers. (JOW)

Business today is wasting a great deal of money on an ineffectual process: management training. Numerous problems arise when first line supervisors or middle level managers receive "education" in management skills that is not in line with the organization as a whole. "Failures" occur when managers are "educated" to do something they know perfectly…

The Senior Managers Program of the U.S. Department of Education integrates training with on-the-job application of skills to provide a more effective learning environment and immediate results. Each training workshop is followed by an intervention in the participant's work unit, and teams work on agency problems identified by high-level officials.…