Presents and examines the "Stages of Commitment to Organizational Change" model in order to provide managers with a cognitive map of how commitment can be generated. Stages include contact, awareness of change, understanding, positive perception, installation, adoption, institutionalization, and internalization. (CT)

Discusses the changing role of the human resource manager and the challenge in meeting the expectations of managers who recognize the importance of strategic planning for human resources. (JOW)

Discusses the Managerial Grid versus Situational Leadership approach to management development. Suggests that they need to be supplemented by new theoretical models, called "Living Systems." (JOW)

Management of conflict has assumed great importance among managers. It should be an essential part of the management development process. Human resource development planners should initiate skill training opportunities for supervisors, managers, and technical specialists in conflict resolution to allow for more effective problem solving and…

Research conducted by the American Society for Training and Development and the U.S. Department of Labor found that American employers are not doing enough management training. They need to provide more and better formalized training and much more development. (JOW)

Details a training program designed by the Zale Corporation to develop professional store management staff. Includes the specific goals, methodology, description, and results of the program, which has become an integral part of the Zale Corporation and a contributor to the success of the company. (JOW)

Discusses myths about the Japanese management styles; what the West can learn from the Japanese; the concept of nonlinear management; and training modules which teach self-discipline, tolerance, and nonlinear management. (CT)

This article offers 14 practical guidelines that can help pave the way to credibility for the training department in an organization. (Author)

Examines the effectiveness of wilderness labs as a medium for developing management skills. Wilderness labs involve taking managers out of the corporate comfort zone into the outdoors to confront physical challenges. (JOW)

Adult learning is a potentially productive way of identifying the motives and behaviors of effective management. Learning is a distinguishing characteristic of the most effective managers and steps can be taken to enhance managers' abilities in learning how to learn. (JOW)

The authors report data from a survey of perception of training from the viewpoint of the organization, the trainee, and the trainer. The article also presents a sample of the strategies traditionally available for improving these perceptions. (CT)

Discusses a universal foundation upon which a comprehensive supervisory training program may be built. Individual businesses can modify the basic plan, which was developed by the International Labour Organization, to fit their needs. (JOW)

Galagan describes the Leadership Experiential Adventure Program that can be used to facilitate leadership and teamwork for managers. Gall discusses transferring what is learned to the workplace and gives a list of companies providing experiential learning for corporate clients. (JOW)

Training managers fully for the performance appraisal process can transform an appraisal discussion from an administrative exercise to a worthwhile experience that contributes to the organization as a whole. (Author/SSH)

The author examines the potential possessed by both men and women in corporations to develop a newly-focused and people-sensitive management style. Discusses management skill dimensions, leadership qualities, flexibility, decision making, inner work standards, and performance stability. (CT)