Courses geared to the needs of managerial and supervisory personnel were conducted through Iowa's fifteen area community colleges as in-service training. Using a discussion format and course manuals, over 2000 people in four years have participated in the program, approximately one-half the number is managerial and supervisory positions in Iowa…

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…

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)

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 potential advantages, necessary conditions, and potential pitfalls in using middle-level managers as trainers in management development training programs for first-line supervisors are discussed. (EM)

Explores the question, "Should women entering management positions continue to be trained in courses especially designed for women?" (WL)

Methods for developing strategies for influencing the behavior of others depends on the situation and the style of leadership selected. (RB)

Describes the program of organizational development at First National Stores and analyzes the program in depth, as well as outlining future directions. (AN)

A research and testing process at Xerox Learning Systems identifies steps for developing an effective skill-based supervisory training program. (Author/SSH)

Mager and Pipe's performance theory provides the framework for looking at the case study of a weave room supervisor. Applying this schematic, case study discussion becomes an effective training device in management development programs. (MW)

Author examines the components of behavior that underlie success in management training. (Editor)

A practical application of the basics of this I'm O.K., you're O.K.'' approach to management training and organizational development. (Editor)

Describes a program in which line managers were taught in a reasonable amount of time how to conduct management training programs for other managers. (EM)

The authors argue that management can make meaningful decisions about supervisory selection, training, and development only after classifying supervisors and comparing their activities. (Author/SSH)