A survey of a French business school with multinational branch campuses received 123 usable responses supporting the proposition that cross-cultural differences exist within each of Kolb's learning cycle stages. National profiles of learning preferences were developed for French, German, Spanish, Anglo-Irish, and Eastern European learners. (SK)

Describes how two Peace Corps volunteers used elements of indigenous culture to help village leaders in the Pacific Islands learn about management, planning, and brainstorming. (JOW)

Concern with ethics has given rise to two educational approaches, one derived from philosophical principles of social ethics, the other based on case studies of practical issues. A combination of these is necessary to ensure situational applicability and to avoid moral relativism and expediency. (SK)

Evidence from foreign-owned companies in Greece suggests that cultural patterns and environmental influences cannot be ignored. However, such companies could influence human resource development in a developing country by following their home policies in training and staffing. (SK)

Comparison of self- and others' ratings of 335 managers' job performance found moderately low agreement between the two. Managers consistently reported practicing specific skills more frequently than raters' feedback showed, across 20 management practices areas. (SK)

Computer simulation is an ideal framework to encourage decision making, active learning, and motivation. Appropriate software should be judged in terms of realism, relevance, complexity, interface, administrative efficiency, and use of microcomputers. (SK)

United Parcel Service's career development system takes multiple approaches: information from career discussions between supervisors and supervisees and a career planning workbook and guide is used for individual career planning, district master operating plans, and the management appraisal process. (SK)

Surveys of corporate executive development practices in 1982, 1987, and 1992 showed demand is increasing, especially for in-company more than university-based programs; expectations for the two program types differ; the multifaceted audience suggests the need for targeted, tailored programs; and corporation-university partnerships are essential.…

A case study of a South Wales manufacturer illustrates the need for companies to adopt an integrated strategy for computerization and information systems. Lack of management training blending computing and business skills can have a crippling effect on system development and organizational health. (SK)

Human resource practitioners must recognize the growing requirement for facilitating skills and processes, the diversity of preferred learning styles, and the importance of identifying learning potential. They must understand how barriers to effective learning can be identified, overcome, and facilitated by appropriate technology. (Author)

Reviews literature on strategic human resource development (HRD) focusing on the characteristics of such activities, conditions necessary for the promotion of HRD, and the benefits to an organization pursuing such activities. Empirical evidence is presented on HRD policy formation and planning processes in Irish high technology companies. (JOW)

Describes the Social Styles Model, a business management development model that has been adapted for use in education. It offers alternatives for improving interpersonal relationships through knowing and understanding the impact of behavior on an individual. (JOW)

Examines the economic and educational systems of countries in eastern Europe that are undergoing dramatic changes. Includes information on their size, location, population, economy, and relations with the West and describes the structures of their management training systems. (JOW)

This special report includes four articles arising from the American Society for Training and Development's symposium, "Approaches to Change in Organizations": "Taking Charge of of Change" (Steinburg); "Five Views of Change" (Conner et al.); "Breakpoint Change" (Land, Jarman); and "Approaches to Change" (Kotler). (JOW)

Explores three aspects of management research supervision: range and adequacy of supervisory roles, processes of supervisory intervention, and perceptions of power relationships. Identifies actions for supervisees, supervisors, and organizations in terms of academic and supervisory roles, intervention styles, and power relationships. (SK)