The authors discuss how to train middle managers who do not exhibit any knowledge deficiencies, but who still need some form of development to put a sharp edge on their performance. They suggest that trainers use (1) self-reflective learning, (2) action learning, or (3) double-loop learning. (CH)

This paper summarizes a conference on the development of midlevel technical personnel in Germany and France. The proceedings of the conference were divided into five presentations: (1) an introduction to the subject of the project and the conference; (2) a comparative presentation of the origins and development of educational training routes in…

This book, the result of hundreds of interviews with chief executive officers and consultants, academics, economists, and government officials, relates what happened at many large American companies when corporate restructuring/downsizing began to occur during the 1980s. The book is mainly constructed from the vantage points of the many middle…