This commentary to "Gender in the Management Education Classroom" (Bilimoria, O'Neil, Hopkins, & Murphy, 2010) employs social identity and self-categorization theory to analyze the incident described in the article. In any MBA classroom, students are dealing with multiple group memberships. Similar to workplace settings, when the focus is on…

Many scholars have found fault with the way business schools conduct their business (Pfeffer & Fong, 2002; Mintzberg, 2004; Bennis & O'Toole, 2005; Andrews & Tyson, 2006). This article argues that B-schools should overhaul their curriculum and encourage faculty to undertake research which is useful for practitioners. Suggestions are made for…

The transition to management is one of the most difficult challenges first-time managers face--almost half fail. First-time managers may experience disorienting dilemmas that trigger transformative learning. HRD (human resource development) practitioners can assist in reducing the failure rate of first-time managers when they better understand the…

Work force diversity programs are designed to protect the company's return on investment by bringing to the surface the subtle discomforts, fears, and biases most people experience when they find themselves working with people who are different from themselves. (Author)

States that esprit de corps is essential in companies that run 24-hour operations and depend on shiftworkers. Describes training programs that bring cohesion to daily targets and allow compatibility between the work force and the companies' methods of operation. (JOW)

Raises concerns about Hanover and Cellar's study : gender and racial composition of the sample, effects of organizational status, questionable variables in the work environment measure, other organizational demographics, and the degree of participants' familiarity with each other. (SK)

Discusses the three "hurdles" that a new female manager must "jump" to be accepted as a colleague by her male peers: trust, dependence, and social role. The authors list a series of tips to help women over these hurdles. (CT)

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 author attempts to show the value of using actual work problems as vehicles for development of management teams. The use of such diagnostic methods as repertory grids and identity matrices is described. Two case studies of situations in which the approach was applied are given in detail. (SK)

Taking children away from their parents is risky business. Child protective services (CPS) workers are charged with monumental tasks and ever-increasing caseloads. As a countywide CPS supervisor in New Mexico, the author shared the pain of one caseworker who experienced daily stress, knowing that her sibling set of three young children had been…

The spread of worker-owned businesses has brought about a significant increase in workplace learning. The International Cooperative Association is one of several North American firms consulting in this area. They argue the need for a pedagogy for the new democratic workplace. (CH)

Examines the implications of the reduced importance of employment for individuals, for enterprises (work conditions, management styles), trade unions (with a more political than industrial role), and the conservation of resources, concluding with a brief look at the possible benefits of microelectronics for the developing countries. (CT)

Successful career development programs must be based on current and future organizational requirements for management, professional, and technical personnel and should promote and guide career development planning to meet those specific needs. (SSH)

Describes how data from an employee attitude survey were used by the city of Phoenix, Arizona, as part of its city organizational development effort, to generate over 400 organizational changes and to increase personnel development of over 200 management employees. Includes a summary of survey results identifying training needs. (MF)

One advantage to an interim administrative position is that the public cuts short-timers a little slack. Temporary administrators can learn on the job and become experts on specialized subjects. Personnel issues demand more time than interims possess. Such positions usually do not turn into long-term contracts. (MLH)