The author discusses the two basic advisory styles: (1) pumping advice in and (2) drawing information out that helps individuals solve their own problems. He demonstrates the major differences between these styles and indicates the conditions under which each is appropriate. (CH)

This is the second of three articles discussing a learning preferences approach to management self-development. Two case studies of individual managers illustrate the process. An organizational case study is also provided to show how organizational structure and culture interact with the learning and problem-solving styles of employees. (SK)

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)

Reviews the needs of the owner/manager for training and development and indicates how they might best be met. Discusses the nature of management in small business and explores implications for training methods. Also discusses program possibilities and marketing strategies. (JOW)

Elements to be included in a systematic approach to helping managers in their work and in the process to obtain relevant learning are outlined, along with methods of handling the interaction between the work pressures on managers and trends in the business environment. (MF)