Twelve training experts discuss their views on the efficacy of sales training in relation to organizational budget and sales success. (WL)

Examines the history of the Motorola Company, its use of human capital as a strategic resource, hours and dollars committed to training, and the fact that Motorola owes its strong common culture and much of its success to the large number of long-service employees. (CT)

Deals with women working in the higher echelons of organizational hierarchies. Discusses why training programs aimed at women only are more beneficial to women than mixed participation. Examines women's minority position, effects of traditional stereotypes, group dynamics, problems women encounter in the workplace, and management education. (CT)

A means of using a team approach in training managers is suggested so that training resources, whether internal or external, are seen by the clients as being owned by the manager responsible for the supply of training activities in the organization. (Author/CT)

Dutch university faculty and administrator participation in a complex organizational and management development system is described, and the use of management courses for administrator training is discussed with reference to three possible training program models. (MSE)

To ensure significant improvement in individual and organizational managerial effectiveness, the design and implementation of soft-skill management development programs need to address the six factors leading to change resistance and the five critical elements that contribute to success. These factors and elements are discussed in detail. (CT)

Article presents a progression training model as a possible approach for minimizing the conflict that often emerges between superiors and subordinates when management by objectives programs are initiated. (GB)

Examines a training program to prepare managers for business, technical, and social changes facing them. (DS)

How to change a negative training lesson into a positive lesson through the use of student behavior, student ability, and student attitudes, by redesigning the lesson to emphasize and capitalize on recognition of positive attributes of the students. (RB)

Explains a procedure to avoid the detrimental biases of conventional self-reports of training outcomes. The evaluation format provided is a method for using statistical procedures to increase the accuracy of self-reports by overcoming response-shift-bias. (Author/MER)

Academic leaders face particular challenges when they assume formal leadership roles in higher education. For the most part, they have had little prior engagement with the political, economic and strategic context of their institution and limited leadership networks on which to draw. The University of Western Australia has trialled a number of…

Of the 233 facilitators trained between August 1979 and January 1985 to introduce the /I/D/E/A/ Principals' Program to principals in their local areas, 206 completed a training program evaluation form. From this form the facilitator trainers obtained data concerning factors affecting the effectiveness of facilitator training programs. Ratings were…

All nine articles in this book were contributed by members of the Association of Teachers of Management and have been published previously. Dr. Wilson presents a framework for viewing problems of company management development, highlighting the continuous search for high quality managers, aspirations of young managers, and the need for consensus…

The article discusses tools for the self-development of the manager and for the management trainer to use in the organizational setting. These include a range of activities called coaching, delegation, and job rotation for managers. (MF)