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)

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…

Discusses a case study of Cummins Engine Company's partnership with a university for development of supervisors and middle managers which identified success factors for cooperative efforts: flexibility, a wider focus on knowledge and skills needed, and recognition for participants in the form of valid university qualifications. (SK)