A study comparing the needs of Greece, United States, West Germany, and Great Britain shows that the demand for training and development of managers will increase but the degree will vary from country to country. (JOW)

To be successful, human resource development (HRD) managers must be marketers as well as trainers and performance engineers. The approach described in this article includes several components necessary to influence the outcomes of HRD decisions made by persons in higher positions. (Editor)

Based on the premise that storytelling is a powerful tool, a model of good organizational storytelling is outlined. The use of stories in management development as a way of understanding organizations as well as ways to enhance managerial storytelling skills are addressed. (SK)

Offers a four-step approach that highlights the key issues at each stage of the coaching process: (1) contract with the client; (2) observe and assess needs; (3) constructively challenge; and (4) handle resistance. (JOW)

Critiques the literature on learning organizations, arguing that it does not indicate how organizational learning relates to business performance or strategic realignment. Asserts that the key characteristic of the learning organization is creation and use of personal and corporate competencies. (SK)

Describes expansive leaders as continuous learners who have an external focus (learning and developing technology, organizations, and work teams) and/or an internal focus (developing themselves and their relationships with others). Offers diagnostic questions for assessing individual expansiveness and strategies for enhancing it. (Contains 32…

Discusses many sources of leadership development activities including commercial, federal- and state-sponsored, university, and professional association resources. (JOW)

Describes "Developing the Learning Company," a pilot project funded by Great Britain's Manpower Services Commission. Its purpose was to define and test the feasibility of Learning Companies as an approach to business and human resource development strategies. A Learning Company is one that facilitates the learning of all its members and…

Describes a management training project at GTE Corporation that aimed to improve the quality of every product and service they offered. (JOW)

Research conducted by the American Society for Training and Development and the U.S. Department of Labor found that American employers are not doing enough management training. They need to provide more and better formalized training and much more development. (JOW)

The author discusses the two basic advisory styles: (1) pumping advice in and (2) drawing information out that helps individuals solve their own problems. He demonstrates the major differences between these styles and indicates the conditions under which each is appropriate. (CH)

Focuses on the process of operating self-development groups within a structured program. Includes aims, problems, group characteristics, and conclusions. (JOW)

Executive education programs should be redesigned to stress problem-solving and process-management skills geared to the overall organization. Shifting priorities, altering content, and changing the delivery system would benefit all and provide a lasting skill--learning how to learn. (JOW)

Notes that the growing emphasis on the role of learning in organizations will highlight the need to balance the skills on inquiry with the skills of advocacy. Suggests that management education, and particularly management communication curricula, should foster both of these vital communication skills and offer students the forums and tasks that…

Reflects on the experiences of running a critical management-development program with managers from diverse backgrounds, presenting six case studies of black women. Provides insights into gendered power relations in these studies using a feminist pedagogy. (SLD)