A workshop on diversity issues and training was attended by 99 middle managers. Compared to 51 controls, attendees rated diversity practices and their use of them higher. The social environment indirectly affected ratings but the work environment did not. (SK)

A study of 157 small financial firms found a significant relationship between strategic management training for senior managers and the firm's level of commitment to planning, resulting in a return on investment for stockholders. (SK)

Line managers in empowering (n=58) and nonempowering (n=37) British companies were compared. Although "empowered" managers felt better equipped to supervise, they appeared undertrained and unmotivated to develop staff. "Empowerment" was often indistinguishable from work intensification. (SK)

Unlike traditional management development, use of conversations in coaching high-performance work teams addresses core processes of speaking and listening. Management of conversations aims to create learning that will lead to breakthroughs in team performance. (SK)

A literature review on motivation and cognitive style and a survey of participants in management development suggests that participants' motivation may not be conducive to effective outcomes. In-house programs using workplace learning models in organizations with strong and pervasive cultures may constrain opportunities to put learning into…

Considers how crisis situations can cause internal and external stakeholders to question the legitimacy of organizations. Notes that when faced with a crisis, organizations are compelled to communicate strategically with stakeholders to manage legitimacy. Synthesizes literature on organizational legitimacy, crisis management, and niche-width…

Two projects attempted to assess and meet small and medium-sized enterprises' training needs. Britain's Learning support for Small Businesses delivery methods included paper, CD-ROM, and the Internet. The University of Limerick, Ireland, offered face-to-face learning for microenterprises. (SK)

Managers (n=261) completed instruments measuring the effects of organization-based self esteem on their development when facing job challenges. Those with low self-esteem were more sensitive to challenging job experiences. As challenges increased, perceptions of overall development increased. (Contains 40 references.) (SK)

A survey of 98 participants and 9 instructors in management training in a British government agency showed that trainees frequently sought information about their performance. Although feedback seeking was an important part of training, instructors tended to overestimate the frequency with which they provided feedback. (Contains 42 references.)…

The Maharishi University of Management locates transcendental consciousness at the basis of the universe, experienced through transcendental meditation. Disciplines are taught as expressions of one unified field of consciousness. Research demonstrates the benefits of this integrated system for management education students. (SK)

Proposes a common definition of spirituality as a set of values aimed at transcendence. Discusses ways to practice spirituality in management education and to apply it to management topics. (SK)

A survey of 393 business/industry managers in Oklahoma found that 60% have a staff training specialist. Only in larger organizations was training the specialists' primary responsibility. Organization size had the most effect on amount and variety of training offered and amount spent. Lack of time, staff, and money were the most common barriers.…

Malaysian and Australian managers enrolled in a training program exhibited differences attributed to national culture in their approaches to learning, influences on management behavior, and ways of knowing. National culture had greater influence on management development and organizational learning than did organizational or systems cultures.…

Suggests that competency-based management development programs should shift emphasis from theories and skills to decisions managers must make. Presents a model for defining types of management decisions regarding nontechnical issues. (Contains 16 references.) (SK)

Twelve managers described effective and ineffective critical incidents in which they tried to facilitate employee learning. From the analysis emerged 13 behavior sets that help define the role of facilitator. (SK)