The fable illustrates the manager's need for consideration without judgment of not only the elements of organizational ineffectiveness but also the inter-relation of elements. Identifying all elements and all relationships in a problem situation is essential. (Author/DS)

As recently as the 1980s, most companies did not pay much attention to executive education. In the 1990s, many see executive education as a must for revamping competitive strategies, increasing productivity, improving quality, reducing cycle time, and revitalizing corporate culture. (Author/JOW)

Discusses approaches to management education and development, stating that organizational improvement is facilitated by working with managers rather than by teaching them in the traditional sense. The manager can develop only through his own experience and through the organizational processes of which he is a part. (MF)

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)

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 course has been developed in Britain, and also tried in the U.S.A. and Canada, referred to as Modern Management Dynamics. It is a personneldevelopment and training course using pre-test, post-test questionnaires to measure and develop the extent of psychological knowledge of personnel in industrial, commercial and government work. (DS)

Focus is on the Agway (a farm supply and food marketing cooperative) retail store system in this informational case history and how-to approach for designing, developing, and implementing a formal corporate management program. (Editor/TA)

Organizational effectiveness depends upon the organization's ability to accomplish the following aims: to achieve its goals, to maintain itself internally, and to adapt to its environment. These aims summarize the nature of human resource management in local government and the role of an effective personnel manager. (Author/MW)

Presents a management training workshop/program design (based on organization development principles) which is applicable to a wide range of organizations and different organizational levels. (EM)

Stating that management training programs usually contribute little to organization results because they focus on improving personal characteristics, the authors describe a training and development strategy and training design to produce performance-improvement results. Programs using this strategy are described. (MF)

Describes a self-evaluative and self-sustaining management development program which has resulted in great savings, operations improvements, and organizational change in a very conservative organization. (JEG)

The management development program should respond to diagnosed needs of current and relevant data; the man responsible for it must have a variety of skills, and be able to gather data, analyze it, and intervene in the management process at the right moment with the right methods. (Author)

The Office of Health Services Education and Research at Michigan State University has clarified the functions of planning, organization, coordination, monitoring, and assessing instructional development projects. Each management function can be applied to the process of instructional development in order for the manager to achieve several…

In the context of on-going economic reforms in the People's Republic of China, the paucity of management resources is widely recognized as a major obstacle to the country's endeavor toward modernization. This review of the literature explores pressing issues facing Chinese managers and current solutions being provided at the national,…

Distinctions between different forms of academic knowledge are outlined and the differential needs for organizational development and management training across fields are examined. Implications for policy concerning more sophisticated training programs for department-level academic leadership are discussed. (MSE)