The assessment center can be a mechanism for providing a highly sophisticated evaluation of the training effort. The article describes how the training manager can successfully incorporate the assessment center concept into an overall training evaluation strategy. (Author/MW)

The study examines the pros and cons of management development programs as a method of managerial upgrading. Survey results from six industrial groups in Kansas are discussed and tabulated. Considered are: program participation, selection, effectiveness, and future plans. (MW)

A study attempted to determine (1) whether nontraining managers' future financial support for the training function varied based on the amount and kind of information contained in written evaluation reports and (2) the deeper logic and behavior that nontraining managers used in making their decision. The research used a quasi-experimental design…

This booklet describes the Minnesota model for small business management education. The content is presented in five parts. The first discusses the economic role of small business and the need for small business management education. Part 2 discusses the development of the Minnesota model for management education for both farmers and small…

The staff college approach to senior management education derived its impetus from Britain. It was drawn on by other countries on their own initiative in the light of their assessment of needs. It has proven economical to transplant and can be sensitively adjusted to national needs and the local culture. The first part of this document describes…

This first article in a series on a three-part process for the evaluation of training programs covers the "focus" phase, in which the evaluator establishes the extent and objectives of the evaluation. The following are included: Dramatization of a training program evaluation, the flow chart of the entire process, and a description of the…

Kansas State University and the Topeka Public Schools are operating a model leadership academy for the identification and advanced preparation of educational administrators for building-level positions. (JOW)

Presents a follow-up study to the 1984 One Term Training Opportunity (OTTO) for headteachers and senior teachers conducted by the City of Birmingham Polytechnic. Discusses the effects of the management training course and attempts to determine whether the performance of managers was significantly affected by management training. (GEA)

Reviews the initial management development component of an organizational change strategy to "Make General Management Work." Evaluates the success of the workshop in linking management and organizational development. (JOW)

Describes and evaluates the computerized training information system in use at New England Telephone Company. The system consists of a set of training records stored in four databases which can be used for summarizing and forecasting training course information. (JJD)

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)

Addresses the coherence of the principles of action learning, the consequences of employing certain variants in school management courses, the implications for action learning of research into effective training, and the need for thorough evaluation. (Author)

Includes "Outdoor Training: Revolution or Fad?" (Wagner, Baldwin, Roland); "Getting the Most out of Outdoor Training" (Buller, Cragun, McEvoy); and "Outdoor Training Companies" (a directory of more than 100 firms). (JOW)

During 1988 and 1989, a university education lecturer in New Zealand organized and directed a 2-year professional development program (the School Leaders Project) for 67 secondary school principals and assistants. Although the program's organization, content, and delivery initially facilitated participants' professional development, the…

Governmental legislation in Great Britain has substantially changed headteachers' roles and underlined their responsibility for school improvement. This paper presents a preliminary evaluation of the HEADLAMP (Headteachers' Leadership and Management Programme) scheme for beginning principals. Interviews with some program participants revealed…