In developing countries, public administration is hampered by a number of obstacles foreign to large industrialized nations. Some of these obstacles are shortages of tools and skilled personnel, outmoded organizational structures, political competition, and cultural and attitudinal barriers. The administrative obstacles and their…

Utilizing the terminology of the Managerial Grid (a two-dimensional model clarifying the behavioral dynamics of a manager's concern for both people and productivity), the team builder is advocated as the most effective leadership style. Presents a rebuttal to the counter belief that leadership styles should change with the situation. (EM)

A model for dealing with barriers to women's functioning effectively as managers focuses on male managers as the crucial step in the elimination of sex-role stereotypes. (Author/MLF)

A training program for managers in the State University System of Florida was developed, implemented, and evaluated, with focus on collective bargaining at the nine state universities. An efficient model for collective bargaining training evolved that includes development of approach, specific content areas, and use of consultants. (LBH)

Reviews assessment centers, their methods, growth and validity studies. Gives an example of a typical two day assessment center and of an assessment center summary report. (RB)

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)

Proposes a "brokerage" model as an appropriate delivery system for open-ended community services. Describes the model's characteristics and cites the Council for the Continuing Education of Women at Miami-Dade Community College (FL) and the Center for Management Development at J. Sargeant Reynolds Community College (VA) as examples. (AYC)

Training used by corporations and other organizations for management development has undergone changes over the years. The first generation of development training emphasized personal growth through physical challenge. The second generation added an intellectual dimension for processing the experience. The third generation includes physical,…

Designing a new school business administration program follows a lengthy sequence beginning with an analysis of the current education administration and its environment, followed by development of program concepts, determination of program specifics, and implementation authorization. Department faculty members do not act alone, but in concert with…

Presents a way to diagnose and solve motivation problems at work. Describes a model based on recent cognitive performance motivation research. Explains the CANE (Commitment And Necessary Effort) model and illustrates with a case study. Discusses the CANE model's applicability in any performance setting. (AEF)

This study reports on an approach for assessing managerial development needs. The approach uses multi-methods such as qualitative career plots, critical incidents, a skill rating form, and surveys to identify the critical managerial development needs for a target managerial position. In addition, it uses multi-subject groups in an effort to…

The Division of Information and Academic Services (DIAS) is a large service division (over 400 staff) at Queensland University of Technology (QUT). In 2002 it supported a novel one-month rotation of roles by the three department directors. The rotation was conceived as an important professional development opportunity for each of the directors and…

How do we get our students, both Christian and non-Christian, to make positive contributions to the work of the Lord and be successfully engaged in the highly influential profession of business? We attempt to lay a foundation for a management program that tries to address this broad question. We begin by discussing different Christian philosophies…

Traditional organizational theory mandates that organizations predict and stay in control in order to avoid chaos. This book proposes that members of organizations work at developing a new frame of reference for understanding organizational life. The book combines insights from the new science of complexity with insights from psychoanalysis and…

This book is aimed at managers, chief executives, personnel directors, and all those who want to know what action learning can do for their organizations. Part 1 (Chapters 1-3) provides a general introduction to action learning. It describes the underlying theory and principles of action learning and the benefits that organizations can expect to…