The four phases of developing a supervisory training program are discussed: (1) identifying training needs, (2) designing training to meet these needs, (3) conducting programs, and (4) evaluating training effectiveness. Supervisory skills, main categories of training materials, and types of evaluation are outlined. (MW)

During the 1982-83 school year, the Early Childhood Education Branch of the Maryland State Department of Education conducted three inservice conferences for project directors, supervisory personnel, school administrators, and teacher coordinators involved in the Extended Elementary Education Program. The conferences provided information concerning…

This paper explores the background to and process of quality circles as well as the implications of circles for training. In the first section, the emergence and growth of quality circles in Japan and the United States are traced. Next, the theoretical and conceptual bases of quality circles are examined, while section 3 looks at implementation in…

An instrument was developed to measure the quality of program planning procedures normally used by business organizations to plan formal training programs for managers and supervisors. Called the Index of Program Planning, it was developed using procedures which integrate program planning models and recommended planning behaviors within business…

This guide was prepared to assist state directors/coordinators of career education in becoming more knowledgeable about management and evaluation. The purposes of the guide are to define managementand identify basic functions, review characteristics of managers, and identify evaluation techniques available to help managers do a better job. The…

AMONG THE ESSENTIAL PERSONAL QUALITIES REQUIRED OF SUCCESSFUL MANAGERS OR POTENTIAL MANAGERS, A BALANCED TEMPERAMENT AND THE CAPACITY TO SEE THE OTHER PERSON'S POINT OF VIEW SHOULD BE STRESSED. FULLER AND BROADER KNOWLEDGE, GREATER SKILL IN JUDGMENT AND DECISION, AND GREATER MATURITY IN EXERCISING RESPONSIBILITY AND INTERPRETING EXPERIENCE MUST BE…

The purpose of this book is to provide practical guidelines for planning and implementing management development activities. In Part 1 Markwell establishes the framework for designing and organizing management development programs. The section covers the following topics: Practical Starting-Point for Management Development, Establishing Management…

A collection of papers concerned with the Federal Government's efforts in the area of executive development are presented. The booklet is organized in three parts. The first three essays deal with problems, needs, and theories of executive manpower management. The problems of the Federal Government, as seen from an analysis of a small sample at…

Provides guidelines and procedures for evaluating supervisory training programs. A four-stage evaluation process is presented. Process includes determining (1) participant's reactions, (2) knowledge and skills learned and attitude changes, (3) changes in on-the-job behavior, and (4) final program results. (CSS)

Conducted a management and organization development program in eight mental health agencies. Describes the stages and activities of this 18-month effort and the results of its evaluation. There were significant, positive results for almost all the participating management teams as well as for their organizations. (Author)

Using survey data from past participants, an evaluation of the American Council on Education Fellows Program is presented. The study describes the characteristics of the Fellows, tracks their career paths, and summarizes Fellows' and Mentors' assessment of the learning accomplished through the program and its impact on their careers. (Author/MLW)

An editorial and two articles on quality control in evaluation are presented. Topics covered include definition and assessment of evaluation quality and development of standards for judging quality. Programs inspections activities of the Office of Inspector General of the Department of Health and Human Services are discussed. (TJH)

In 1991 the Center for Creative Leadership (CCL) launched its LeaderLab program, with the goal of helping executives take more effective action in their leadership situations. This publication presents findings of a program evaluation that explored whether program participants took more effective action in their leadership situations. Data were…

A study examined the impact and cost effectiveness of a principal leadership-development program. The program is based on one-on-one interaction between the participant and a leadership analyst, and it includes the following components: assessment, feedback, and construction of a one-year personal development plan. A survey mailed to 195 Illinois…