A special interview in which Dr. William H. Curtis, project director of the Research Corporation of the Association of School Business Officials, tells about the progress of the project and the problems encountered. (CT)

Information management is a key concern in determining organizational effectiveness. The need for effective business communication at the personal level is increasingly important. Individuals must be prepared to analyze and synthesize information, make decisions, and create clear and appropriate messages. (JOW)

Examines the nature and impact of boundaries and boundary management in interpersonal skills training (IST). States that the management trainer should be aware of the boundaries he is establishing with trainees and colleagues, and the possible consequences, and the boundaries others are establishing and his reactions to them. (NRJ)

Provides a brief history of and need for engineering management. Raises and answers three questions related to the acceptance of engineering management as a recognized field of education and practice. Offers suggestions to improve the situation, including the encouragement of continuing education efforts. (JN)

Outlines common corporate writing problems and suggests basic strategies for teaching corporate employees to solve them. (AEA)

An approach to individual supervisory coaching, "communication by objectives," is appropriate for all supervisors, systematically teaching them to translate concepts into skills and to apply those skills on an individualized basis to employees. (Author/MLF)

Discusses the problems surrounding inservice development programs for deans and department chairpersons in junior and community colleges, including budget considerations, time constraints, selection of topics, planning, and implementation. Offers suggestions for making inservice activities productive. (Author/WD)

A well-planned and well-executed management development program can lead to a more effective institution, to improved morale among employees, and to increased potential for employee promotability. However, a good program will never be a satisfactory substitute for the selection of good employees. (MLW)

This article seeks to find what the nine Regional Advisory Councils in England have done to implement the third ACSTT (Advisory Committee on the Supply of Training of Teachers) Report. The author examines the concept of restricted or extended levels of management training as perceived by the report. (Author/CT)

Briefly lists the major issues which will affect organizations in the 1980s. Also looks at an evolutionary adaptation of quality circles appropriate for management, the "verteam" or vertical team circle. (CT)

Industries are turning to higher education to deliver programs that would be prohibitively expensive to develop and academic institutions are responding with a willingness to shape a program tailored to industry's needs. (JOW)

The Perceived Task Complexity Measuring Instrument can be used as a management training tool and can provide managers insights into their job environments. (Author/MLF)

Reports the results of a survey of southeastern principals on their attitudes towards management. Compares the management technology of schools to that in private business. (Author/WD)

Managerial expertise is composed of seven skills: communicating, working with the team, leading, planning, organizing, directing and controlling, and managing personnel. The author describes several practical, hands-on exercises to develop and reinforce management trainees' potential in each of these areas of competence. (CT)

A program to develop managers for academic and research libraries is reviewed through the eyes of eight participants. Former interns relate their experiences and impressions while in the program and its effect on their professional careers. (RAA)