The manager development process is an individual process involving the interaction of the manager, his work, the manager's boss, and the work environment. Seven modules (to be discussed in later articles) have been developed to assist local government in implementing and maintaining action with reference to developing effective managers. (SC)

It is hoped that the seminars will help participants to acquire new knowledge, develop new skills, and undergo attitude change in an environment free from the strain of the work situation. A brief appendix concerns suggestions for conducting successful seminars. (AG)

The supervisor's traditional role of authority and leadership has changed, accompanied by a gradual diminution of his/her status. Training in industrial relations would help the supervisor understand his/her new role and reestablish his/her self-esteem. The process of training for supervisors must assume priority within the activities of the…

An experienced English training officer who works as a management consultant states that top and middle management need, first, appreciation that an organization's tone counts for more than stated policy and, second, improvement in management personnel selection combined with flexible promotion policies which take the individual into account. (PD)

Because of the complexity of the English Postal Service a Postal Management College has evolved. Complete description presented in this article. (AF)

Discusses factors leading to the formation of the British Gas Corporation (BGC) in 1973 and how the main functions of BGC (sales and purchasing, engineering, service, and finance and personnel) plus management training and training technology across these functions blend together to provide an effective service throughout BGC. (SH)

Discusses training needs of company supervisors and describes favorable elements of tailor-made in-company courses in terms of administration, course content, management commitment, project work, role of external training advisors, "spin-off", and validation. (WL)

Charts illustrate the concept of managers training their own subordinates by a Do-It-Yourself system" used successfully by the author. (Editor/SP)

Describes a program of outdoor adventure activities within which managers can develop their powers to cope with change and to solve problems. (SK)

Describes the bases for management services that would ensure that the larger business organizations of the future will receive an intake of highly trained men, or women, who by age 30 would have been subject to 15 years of specialist general management training, suitable for any form of business enterprise. (WL)

The article describes the contents of three training modules developed within the areas of personnel management and management development: (1) management and management development, (2) leadership and management, and (3) human relations and managerial effectiveness: how to get things done through people. Each module consists of a three day course…

A good supervisor develops his workers by concentrating on their contributions and the responsibilities they can assume, while trusting them to execute their responsibilities. This attitude must be apparent even in conversation between supervisor and worker for successful on-the-job training. (AG)

Discusses a workshop-correspondence course to train foremen and young executives in England. (AF)

Examines the organization and objectives of an adventure-based course for industrial managers and management trainees. The program's goal is the development of personal qualities and social skills, as well as the application of leadership theories in a mentally and physically challenging environment. (SK)