Studied the effectiveness of a five and one-half day workshop and an alternate three and one-half day workshop on organization development in developing a more democratic style of leadership in Illinois park and recreation supervisory personnel. The shorter workshop resulted in a more positive leadership style change than the longer one. (JJD)

Examines the change in professed attitudes of supervisory personnel in a southeastern state's government agencies toward employee grievance procedures after a workshop training program. Results of a questionnaire administered four months after the workshop show that a positive attitude towards grievance handling persisted. (JJD)

Describes a performance engineering model used to design an effective implementation system for a supervisory training program. Highlights include a discussion of management participation, an implementation planning matrix, a flow chart of the implementation process, and a form for field trainer follow-up. (LRW)

Review of a research study designed to determine the relationship between participation in supervisory training and managerial performance focuses on the importance of adequate evaluation. Dependent and independent variables used are described, statistical analyses are explained, and implications for future research design are presented. (LRW)