This study explores the factors that affect the accumulation of employee emotional capital and the subsequent returns generated in an organisation. It uses qualitative research methods based on interpretative phenomenological analysis (IPA) to collect data which enables an in-depth investigation of the lived experience of the participants. This…

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)

The interview with Edgar B. Speer, chairman and chief executive of the United States Steel Corporation, focuses on the company's training and development activities. The role of the training department in management development is discussed. (EC)

A force field model application for improved effectiveness." (Editor)

This article gives the dialogue from a roundtable training discussion which answered questions concerning organizational human resources development (HRD), with emphasis on the chief executive officer's (CEO) role. The participants, who were management consultants and leaders in the HRD field, contributed 20 questions (which are included) that…

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…

From a 1977 survey of twelve administrators who successfully use a management-by-objectives (MBO) method, the author lists twenty-seven steps for company management to take in setting their organizational goals. (MF)

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)

Reviews organizational development as a management system, stating that a content-oriented or task-requirements approach may be an appropriate intervention to help managers learn process training. Suggests a career development or management system study by a consultant for organizational development training. (MF)

Reports highlights of the American Society for Training and Development's (ASTD) professional development study to develop a model of professional roles and competencies for ASTD members. Members' ratings of trainer activities were used to construct role models for professional trainers. (M F)

A report on a symposium of 35 experts discussing strategic approaches to executive development is accompanied by the following articles: "From Domestic to Global" (Adler); "The New Executive" (Taylor); and "What the Surveys Say." (SK)

Tips to trainers for influencing management to provide employee development programs are presented, with reference to the Fluor Corporation's People Resources Planning Center which the author developed. (MF)

Points out why jobs are so demarcated between levels and then explains and illustrates the way jobs between the various levels are differentiated on the basis of unique results and contribution. (Author)

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)

An important factor in job choice, both at the start of and during one's career, is one's psychological makeup, which must be taken into account in training and development programs. The authors relate the Jungian introvert-extrovert, judgment-perception theories to work and management, presenting data from a management work preferences sampling.…