The role of women in management has become a topic of interest and importance during the last few years. This bibliography was compiled as a contribution to the Krannert Graduate School of Industrial Administration's seminar, The Emerging Role of Women in Management, held March 19, 1976. The materials included have been limited to those dealing…

Provides guidelines and procedures for evaluating supervisory training programs. A four-stage evaluation process is presented. Process includes determining (1) participant's reactions, (2) knowledge and skills learned and attitude changes, (3) changes in on-the-job behavior, and (4) final program results. (CSS)

The Huntley Bookstore, which serves the five Claremont Colleges, encourages its personnel to participate in continuing education programs including management seminars, financial seminars, booksellers school, and conventions. Additional resources, such as college classes and professional organizations, are also considered. (JMD)

Describes the three interrelated systems of management control implemented by Amarillo College to improve accountability and reduce costs: (1) use of a management consulting firm to increase productivity; (2) installation of a computerized energy management unit; and (3) implementation of a merit-only salary-raise program applicable to all college…

Presents a management training workshop/program design (based on organization development principles) which is applicable to a wide range of organizations and different organizational levels. (EM)

Examines leadership, especially as it applies to the supervisor within the corporate environment. Begins with a general discussion about what leadership is, the functions of leadership, and the styles of leadership, then covers some characteristics associated with effective leadership and ways for managers to increase their leadership…

Utilizing the terminology of the Managerial Grid (a two-dimensional model clarifying the behavioral dynamics of a manager's concern for both people and productivity), the team builder is advocated as the most effective leadership style. Presents a rebuttal to the counter belief that leadership styles should change with the situation. (EM)

Two home economists take a dim view of task sharing as the way out for the employed homemaker. What is needed, the authors say, are educational programs in time management. Specifically, they suggest noon workshops--with the employer's blessings. (Editor/HD)

A model for dealing with barriers to women's functioning effectively as managers focuses on male managers as the crucial step in the elimination of sex-role stereotypes. (Author/MLF)

A training program for managers in the State University System of Florida was developed, implemented, and evaluated, with focus on collective bargaining at the nine state universities. An efficient model for collective bargaining training evolved that includes development of approach, specific content areas, and use of consultants. (LBH)

Application of recreation research has become an increasing concern of both managers of wildlands and scientists. (JD)

A management consultant writes about the need for developing good management personnel in business and industry, the value of delegation and accountability, and individual career counseling for the young manager. He states that important guidelines are clear corporate objectives and performance standards for each position. (MF)

The author discusses the impact of the reauthorized Higher Education Act on financial aid, especially as it applies to proprietary schools. He suggests ways that such schools' administrators can update themselves on this topic. (CH)

The study examined the current status of university-based executive education programs. Data collected from 93 deans of business and administration were analyzed. Slightly over 50 percent indicated that they had an executive education program with an average of 90 sessions per year. (CH)

Presents a self-evaluation outline (or report card) of eight competencies appropriate for school board members. Using a 100-point scale, board members can rate their individual or group prowess as leaders, monitors, evaluators, communicators, team members, efficiency experts, role models, and decision-makers. (MLH)