Universities should be developing female middle-managers for reasons of gender balance (Aitkin in "The Last Boilerhouse Address," Canberra University 2001), the skills shortage, pending mass retirements (Chesterman in "Not doable jobs? Exploring senior women's attitudes to leadership roles in universities." Women's Higher…

This is an account the work of NetworkNorthWest, a [pound]1m project at the University of Salford that ran between 2004 and 2007 and was developed to address the issues relating to poor take up of traditional business support by small to medium-sized enterprises (SMEs) and low levels of engagement of the business community with Institutes of…

This examination of the organizational development model of change as it applies to management development within a complex organization of higher education includes some practical results from applying this model and insights into how to manage a public or private organization. (MBR)

Surveyed 107 college faculty members to study their involvement in consultation activities. Results suggested professors consulted most often with large businesses and did more training than organizational development. Respondents reported courses in research methods and professional association workshops were helpful to their consulting work.…

A newly appointed woman dean discusses the value of a management development program involving a process of self-analysis and self-determination of leadership style and effectiveness (the University of Illinois "Executive Leadership Seminar"). (JT)

This publication describes a meeting of the Association of Commonwealth Universities (ACU) and the Commonwealth Higher Education Support Scheme (CHESS) to design an agenda to facilitate the advancement of women administrators in Commonwealth universities, to further use of their skills in contributing to university development, and to increasing…

Dutch university faculty and administrator participation in a complex organizational and management development system is described, and the use of management courses for administrator training is discussed with reference to three possible training program models. (MSE)

Warren Bennis discusses the field of organization development and its needs, applications, unresolved problems, and future. (LRA)

Reviewing the development of organizational development (OD) since 1969, the author describes the emerging values and historical perspectives of the field, provides a cross-section of processes and theories, and clarifies the changing relationship between the organizational development and human resource development fields. (LRA)

Training Manager of the University of Illinois describes steps in development of the successful series of "Executive Leadership Seminars." Basic questions answered are, "What organizational needs are to be met?""What should the enrollee learn and how should his behavior change?" and "What course content, from a…

The Duke University (North Carolina) experience using adventure-based or wilderness learning programs for staff development is discussed, focusing on the program rationale, planning, common responses of participants and nonparticipants, and outcomes. Quotations from program assessments are included. A brief list of relevant industry resources is…

Defines the questions that are the basis of developmental-action inquiry. Outlines the type of theory and practice that supports and reflects such inquiry, and highlights how different such integrated research/practice is from empirical positivism. (Author/CCM)

A college president challenges personnel administrators to play a leadership role in human resource management. Notes the need for career development programs for middle managers particularly and recommends an organizational development approach to faculty and staff career development. (JT)

Thirty-seven universities, colleges, junior colleges, and institutes were surveyed in order to clarify the available forms of educational assistance in training and development. A "curriculum cube" describes program types (resulting from the study) along three dimensions: Program level, curriculum content, and housing of program. (TA)

Three intervention schemes for diagnosing management development needs are examined: one for formal management systems, one for management training to accompany such systems, and the third examining different institutional change strategies. The general management development model is derived from research on developing institutions. (MSE)