Education and training of management personnel in developing nations have been patterned after the American system. Unfortunately, efforts at transplanting such knowledge has neglected the cultural nuances unique to the various nations, resulting in incomplete success. Intercultural communication barriers can be posed by such cultural features as…

This document outlines basic planning and management principles for refugee services. Various administrative, funding, planning, and delivery concepts are discussed from the perspectives of state coordinators, administrators, and community agencies. The guide is intended to be of use in planning and managing individual services and in developing…

The paper reports the development of a set of planning materials (a series of eight booklets) to assist local special and vocational education administrators to overcome barriers to program and facility accessibility for handicapped students in vocational, occupational, and technical education. The project was conducted in three phases: (1)…

This paper presents representative aspects of the preparation of educational administrators in South America, using information collected from a series of documents presented in 1977 at an Organization of American States conference. The situation in each of 10 South American countries (Argentina, Bolivia, Brazil, Chile, Colombia, Ecuador,…

In this introductory work, the main principles on which British companies are basing management development programs are presented, and stages in assuring a supply of effective managerial talent are set forth: stages in assuring a supply of effective managerial t"lent are set forth: program planning based on clear objectives and…

This booklet examines briefly the practical justification for planned training in the distributive trades; describes what and who should be trained; and indicates the steps needed to design a system of training which the Industrial Training Board for the Distributive Trades will find acceptable and grant-worthy. It is divided into three parts:…

An attempt is made to offer guidance to industrial training boards in the training and development of full-time managerial or executive personnel and departmental or technical personnel who have, or may be given, some managerial responsibilities either in their own specialist field or in general management. Areas covered include: the nature and…

This study of supervisory/middle management development programs for large department stores focuses on the determination of training objectives and the implications of these objectives for program design. To survey current practice in large department stores, a questionnaire was sent to 71 large stores which had at least 1000 employees. Thirty…

The pamphlet is designed to assist agency managers, supervisors, and training personnel in planning for and using long-term training opportunities authorized under the Government Employees Training Act. It presents ideas and general guidance on the management of long-term training. Also included is a listing of nine current long-term training…

Describes a positive seven-step process for initiating a whole organization development (WOD) effort. Steps include clarification of whole organization objectives, data gathering, diagnosis, prescribing interventions, commitment, implementation, and progress review. (CSS)

Inservice courses based on commonality of skills, and using management science, are an effective way to meet the present needs for and difficulties with inservice teacher education in Ireland. Examples of modules based on management science are included. (Author/CB)

The process of instituting professional/vocational development programs for faculty, administrators, and general staff at the Australian National University is described, with emphasis on fitting the development programs and policy to the nature and objectives of the university. (MSE)

Planning change through faculty and administrative development is discussed. The development of a comprehensive faculty and administrative development program involves instructional, curricular, organizational, personal, and professional development. (Author/MLW)

Describes a management program for Head Start directors called the Head Start-Johnson & Johnson Management Fellows program that focuses on issues and problems encountered by directors in implementing and operating programs at the local level. Notes that the management program represents a response to increasing need for cost-effective and…

A small group of training professionals within the John Lewis Partnership set up an action learning group about 2 years ago. The main aim was to explore the technique for our own learning and development. The timing and lifespan of the group reflected the generally strategic and long-term nature of our projects. One of these was to introduce…