Good executive development systems help enhance technical, interpersonal, and conceptual skills; use both in-house and external programs; and clearly articulate connections between components. (SK)

Training managers fully for the performance appraisal process can transform an appraisal discussion from an administrative exercise to a worthwhile experience that contributes to the organization as a whole. (Author/SSH)

Discusses four tiers of relationships between the entrepreneur and the educational system: (1) teaching entrepreneurial skills to interested students; (2) offering management training to entrepreneurs; (3) training workers for small business concerns; and (4) training the government small business administrator, bank manager, and consultant. (CT)

In presenting a women's training model, the author identifies specific areas where women need to develop competency. The stages of developing these competencies are presented. The training philosophy and guidelines are also examined, as well as the benefits of training. (CT)

Human resource practitioners must recognize the growing requirement for facilitating skills and processes, the diversity of preferred learning styles, and the importance of identifying learning potential. They must understand how barriers to effective learning can be identified, overcome, and facilitated by appropriate technology. (Author)

A means of using a team approach in training managers is suggested so that training resources, whether internal or external, are seen by the clients as being owned by the manager responsible for the supply of training activities in the organization. (Author/CT)

To ensure significant improvement in individual and organizational managerial effectiveness, the design and implementation of soft-skill management development programs need to address the six factors leading to change resistance and the five critical elements that contribute to success. These factors and elements are discussed in detail. (CT)

The authors argue that management can make meaningful decisions about supervisory selection, training, and development only after classifying supervisors and comparing their activities. (Author/SSH)

Describes the ideas and principles involved in the Management Charter Initiative work on management competence in the United Kingdom. Occupational standards and the National Vocational Qualifications (NVQs) are discussed; units of performance and performance criteria are described; and personal competence and developing competence are considered.…

Includes "Outdoor Training: Revolution or Fad?" (Wagner, Baldwin, Roland); "Getting the Most out of Outdoor Training" (Buller, Cragun, McEvoy); and "Outdoor Training Companies" (a directory of more than 100 firms). (JOW)

The author discusses misconceptions about behavior modeling as a management skills training method and elaborates on three major steps in the modeling process: (1) effective demonstration of master performance; (2) guided student practice; and (3) feedback on the quality of student effort. (SK)

Assessing school administrator training involves comparing what administrators do with what they are trained to do in university preservice programs and non-university inservice programs. Research on educational administrators shows their work activities are brief, discontinuous, unpredictable, verbal, and generally unrelated to school instruction…

The Commonwealth Higher Education Support Scheme (CHESS) 1997 Workshop was designed to promote the professional development of women in leadership positions in higher education. Participants were drawn from senior university academics and administrators from five countries: Bangladesh, India, Malaysia, Pakistan, and Sri Lanka. Specific objectives…

Superintendents, principals, and teachers can no longer work in isolation or on parallel tracks. Leaders must be role models, engage in meaningful dialogue about children, and create new learning opportunities for the adults teaching them. Schools must cultivate talented leaders, not managers, to create what does not exist. (MLH)

Action learning is a potentially empowering management development strategy--empowering to managers and through them to employees. The core of the action learning process is similar to the empowerment process identified by Freire (1973), although the context of these approaches is very different: praxis. Praxis involves critical reflection on…