Analysis of a study of 16 businesses that recently internationalized identified five stages of the process: aspirational, procedural, behavioral, interactional, and conceptual. Needs for management learning varied with each stage, mostly involving tacit knowledge; reflective, action-oriented approaches; and generative double-loop learning. (SK)

A case study of a Canadian health care organization and a Delphi study with a sample of subject-matter experts identified five themes for management training and development: continued tight financial constraints; greater accountability; need for better staff development and evaluation; cooperative resource sharing for management training; and…

Application of adult learning principles was examined in a class for 30 managers of advanced-technology firms. Use of the principles contributed to acquisition, retention, and transfer of learning and a long-term impact on companies. Participants valued the relevance of content, the balance of technical and management skills, and the inviting…

Managers in service and manufacturing organizations (n=433) identified top practices for improving their performance as focus, feedback, and learning from experience. There was a disparity between the management development they want and what organizations provide. (SK)

Managers trained in executive education programs (n=203) identified ways in which management education can increase an organization's competitive advantage: exposure to new ideas and practices, skill development, and motivation. Characteristics of effective management education included experience-based learning orientation, credible instructors,…

A British study of 29 providers of competency-based management training to small and medium-sized enterprises (SMEs) and a survey of 591 SMEs revealed that the value of National Vocational Qualifications (NVQs) was unclear to both groups. Providers felt NVQs lacked relevance to SMEs and were time consuming. Some SMEs participated only because…

Malaysian and Australian managers enrolled in a training program exhibited differences attributed to national culture in their approaches to learning, influences on management behavior, and ways of knowing. National culture had greater influence on management development and organizational learning than did organizational or systems cultures.…

Twelve managers described effective and ineffective critical incidents in which they tried to facilitate employee learning. From the analysis emerged 13 behavior sets that help define the role of facilitator. (SK)

Middle managers in high-tech companies (n=163) characterized their work environment with the terms complexity, ambiguity, and lack of control. A postmodern mechanism for organizational and managerial development involved creation of complexity maps, a diagnostic tool for identifying concerns and areas for personal growth and development. (SK)

Includes "Seven Key Issues for Management Development" (Paauwe, Williams); "Typology of Management Development" (Jansen, van der Velde, Mul); "Management Development at Royal Dutch/Shell" (Mahieu); "Management Development in Unilever" (Reitsma); "International Co-ordination and Management…

Responses from 97 managers in southwest England indicated the following: the marketplace is increasingly competitive and demanding; key goals of management development are competitive advantage and demonstrable return; managers need leadership and change, personal, and strategic management skills; and selection of a business school or other…

Survey responses from 100 providers and 100 purchasers of open learning materials/media found confusion over the definition of open learning; use in management development to be recent; and a shift to CD-ROMs and videoconferencing. Purchasers and end-users determined success of a medium; therefore, stakeholders' context/environment should be…

A survey of a French business school with multinational branch campuses received 123 usable responses supporting the proposition that cross-cultural differences exist within each of Kolb's learning cycle stages. National profiles of learning preferences were developed for French, German, Spanish, Anglo-Irish, and Eastern European learners. (SK)

Includes six articles on the challenges for management development in the 21st century in the German-speaking nations (Avery, Donnenberg, Gick, Hilb), Baltic States (Manning, Poljeva), East Africa (Mitiku, Wallace), South Africa (McFarlin, Coster, Mogale-Pretorius), Vietnam (McDaniel, Schermerhorn, Cuoc), and Australia and New Zealand (Avery,…

Survey responses from 156 middle managers in an organization identified the skills needed for the job and their skill level in personal communication, conflict resolution, leadership, consulting, and facilitating. The study identified strengths and weaknesses of the needs assessment process and resulted in recommendations for a…