Focuses on the process of operating self-development groups within a structured program. Includes aims, problems, group characteristics, and conclusions. (JOW)

Management developers often undermine their own objectives through inconsistent, paradoxical behavior. Paradoxes are a normal by-product of the way people assign meaning to interpersonal action. Case studies illustrate four paradoxes affecting human resource developers. (JOW)

Exploring the facilitator's role in a management self-development program, the paper presents the view that "self"-direction takes place in a context of "other"-directedness. It argues that development of the learner's self-direction demands that the facilitator be prepared to interact openly, to learn, and to change. (Author/CH)

Introduces and defines the concept of online information databases and discusses how these information sources have been marketed in the past. Argues that their wealth is underused by managers and identifies databases that provide valuable management information. Identifies new trends in the industry that will help managers exploit this tool. (CH)

Suggests that team building can be enhanced by employing career anchor concepts to identify individual perceptions and by developing a "shared perceptions" model about performance related issues. Provides a guide to applying the model and includes a case study. (JOW)

Some cases of managers' resistance to learning may be explained in terms of the organizational structure in which they work and what these structures teach them. Organizational cultures may generate bonds of loyalty and group cohesion that interfere with attempts at training for change in management practice. (SK)

A course for recently promoted police inspectors in England and Wales has three stages: precourse identification of learning objectives, six weeks of instruction, and four months of "learning through work." Five phases of instruction include role and context of police work, management skills, relations within the police organization,…

Examines the strategic role of management development and explores various forms of management development as strategy. Concludes that management development has an important role in promoting organizational success, developing individual and organizational effectiveness, and differentiating the quality of a company and its people from the…

The authors discuss the recent growth, popularity, and use of distance learning in management education. Issues involved in distance teaching are analyzed. They conclude by developing a simple model to use in determining potential outcomes from the customization of distance learning material. (Author/CH)

The authors describe development of a model useful for teaching political skills in the management curriculum. The model contains two dimensions relating to (1) the skill of "reading" an organization's politics and (2) the skills that individuals carry that predispose them to act in a certain way. (Author/CH).

The author looks at a definition of the term "case study" and notes a lack of empirical evidence to substantiate many of its claims. Some of the limitations and pitfalls of the case study method are discussed. (Author/CH)

Discusses a study of staff regarding noncourse based learning. Analyzes how patterns of learning relate to various outcomes. Found that managers need help in combining proactivity, elegance, and opportunism in their choice and use of learning patterns. (JOW)

Instructional objectives for teaching with case studies are outlined, and techniques for using case studies are described. Combinations of objectives and methods for different situations are explored, and suggestions for practitioners on effective use of different case study types, with different populations, and at different phases of management…

Criteria for success in management are (1) a partnership between employee, employer, and trainer; (2) continuing education; (3) relevance; (4) interdisciplinary training; (5) action learning; (6) networks; and (7) effective training. (JOW)

The authors introduce the concept of group facilitation skills for managers. They describe a framework that will help managers recognize group process problems, diagnose underlying causes of group problems, and consider how to take the group past its problems. (Author/CH)