Discusses issues related to programs of management development by action learning leading to qualification in management. Justifies use of the method against a backdrop of current problems in management education at the postgraduate level and explains the rationale for its use at Manchester Polytechnic. (JOW)

The author argues a case against the construction of an ethical code for management developers and suggests instead open discussion of ethical issues and, more important, that practice should be questioned and challenged as it happens, by colleagues and management learners. The difficulty of making progress in this way is acknowledged. (Author/CT)

Describes an exploratory study of student boredom as a block to learning, and reviews some of the implications for trainers if boredom is to be treated as a serious and frequent matter in management training. (MEAD Subscriptions, CSML, University of Lancaster, Lancaster LA1 4YX, England). (NJ)

Describes "Developing the Learning Company," a pilot project funded by Great Britain's Manpower Services Commission. Its purpose was to define and test the feasibility of Learning Companies as an approach to business and human resource development strategies. A Learning Company is one that facilitates the learning of all its members and…

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

Discusses the Youth and Community Service in England and Wales and indicates that its fundamental purpose is to provide programs of personal development comprising social and political education. (JOW)

Discusses an approach to planning that is necessary if management development is to be successful. (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)

According to survey responses from 20 British companies (21%), 4 had not heard of accreditation of prior learning (APL), 13 did not use it, and 3 did, although not specifically for management development. Nonusers had some negative attitudes toward APL, dismaying considering its potential role in the competence approach to management development.…

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)

The purpose of this paper is to suggest a framework for analyzing "outdoor management development" so as to help potential consumers assess the compatibility of provider organizations and their own. (Author/SSH)

Examines the limitations of present systems of management development, with particular attention to the problems caused by increasing organizational and occupational change and fluctuation. Availability: M.E.A.D. Subscriptions, C.S.M.L., University of Lancaster, Lancaster LA1 4YX, England. (SK)

Because traditional leadership discourages creativity and initiative, an alternative model is needed for transforming organizational culture. Key elements are formulating an inspiring vision, determining crucial interventions, developing close friendships with managers, building a network, and seeking support. (SK)