Managers normally exhibit considerable resistance to development programs. The most effective form of motivation consists of convincing the trainee that the training will be of value to him; this is most difficult to produce in training the general administrator. (EB)

The author outlines a plan for combining an early identification program and career planning system with other management development techniques to alleviate the shortage of qualified talent. Two charts. (LY)

Management must instigate an open promotional policy; give women employees professional training; actively recruit women for professional jobs; and publicly state the organization's policy of non-discriminiation. (Editor/AS)

If middle management is destined for extinction, a new way of developing top management personnel will be needed. Author gives his views of how a Total Systems Organization will meet these new problems and overcome them. (MR)

A brief classification scheme groups management development resources, experiences, and techniques by major purposes. A table. Five references. (LY)

In an endeavor to help line managers achieve effective management training and development programs, ten common but serious mistakes in management training are summarized. (DS)

Outlined are 10 management factors (motivation, opportunity, training, honesty, evaluation, reward, help, objectives, obligation, diversity) and 10 employee factors (performance, attitude, teachical ability, responsibility, integrity, originality, tenacity, initiative, sincerity, and maturity) necessary for a successful management development…

Designing and administering an incentive compensation plan is one of the most difficult tasks that corporate personnel executives face today. A rudimentary framework for guiding management's thinking in this area is presented here, together with some recent findings on actual incentive compensation practices in eleven large, diversified firms.…

The concept of quality circles is discussed. The authors explore company compatibility with Japanese management philosophy, a compatibility test, planning for the change to quality circles, need for a flexible design, and setting worthwhile goals. (CT)

Discusses the debate over the proper role of the assessment center: should it be used for management development or management selection? Shows how a well-planned center can do both successfully. (JOW)

The difficulties of over-reliance on prepackaged assessment center programs are discussed, along with pointers for determining whether a company should use prepackaged or custom-designed assessment centers. (JOW)

Research indicates that the most successful executives are those able to make decisions by following a hunch. This article discusses how biofeedback, art, and other techniques can be used to help managers take advantage of the intuitive, creative powers of the right brain in making decisions. (Author/CT)

The model presented is an attempt to answer two questions--"Why should a company invest in the development of human resources?" and "How is it accomplished?" (Author/LH)

A systems approach to management development in today's business world becomes more than a theoretical diagram of how things should work or just a training program. It is an assessment of a company's strengths and weaknesses and should be a prelude to successful business planning. (Author/DS)

Managerial expertise is composed of seven skills: communicating, working with the team, leading, planning, organizing, directing and controlling, and managing personnel. The author describes several practical, hands-on exercises to develop and reinforce management trainees' potential in each of these areas of competence. (CT)