Evaluates an organizational diagnosis program that assesses managerial communication skills and provides the frame for follow-up training programs. Finds that managers participating in follow-up communication skills training performed significantly higher on interpersonal skills, problem-solving ability, and productivity over three long-term…

Although Seattle Public Schools needed additional training for its newly decentralized decision making to succeed, declining enrollments and escalating costs prevented the district from allocating necessary funding. Instead of asking the business community for money, the district asked for the time of their best managers to work with principals on…

Compares differences in market approach, risk perception, and personnel selection between large companies and small firms with family of origin ties to other countries. Uses these differences to develop a substantially altered model for cross-cultural training in expatriate firms. (SK)

Expands on the propositions of Kolb's learning-cycle model by adding psychodynamic and political aspects. Illustrates the complexity of experiential learning when unconscious forces and power aspects are considered. (SK)

Meta-abilities are cognitive skills, self-knowledge, emotional resilience, and personal drive, which make a critical difference in coping with change and taking initiative. Interviews with 96 British managers confirm that their individual development took place at the meta-ability level and played a critical role in their ability to have an impact…

Contains precis of 18 articles on strategic management issues, including management development, on-the-job training, corporate scholarship, educational technology, coaching, investing in intellectual capital, and knowledge management. (SK)

Demystifies the two "faces" of micropolitics. "Policy micropolitics" distinguishes between micropolitics and management and focuses on the relationship between school micropolitics and the wider macropolitical context. "Management micropolitics" makes no clear micropolitics/management distinction and focuses on…

Presents a reflecting team case model that is a conversational, student-centered, narratively-based alternative to the traditional hierarchical, instructor-centered, analytical model. (CCM)

Comparison of emotional intelligence competencies in senior and middle managers showed that senior managers scored significantly higher in the personal competencies of emotional awareness, innovation, and commitment and the social competencies of political awareness, leadership, change catalyst, and teamwork. The usefulness of emotional…

Discusses a scenario about offending student behaviors in a classroom during lecture, specifically focusing on a sleeping student. Presents a list of responses for possible solutions to these behaviors from a brainstorming session. Makes recommendations to teachers for what to do in that kind of situation. Provides two Internet addresses for…

Interviews with 152 managers with extensive experience in management education identified the characteristics of effective education and specific actions that increase its return on investment: action-oriented learning, accountability for application, and ongoing review of material and key concepts. (SK)

Major trends influencing executive education include increased competition for training providers, customized programs, action learning, technology and distance delivery, experience-based methods, performance feedback, and emphasis on leadership competencies for the future, especially flexibility and adaptability. (SK)

Investigates the relationship between video, literacy, and cognitive skills. Explores the question of why to use film and television in the classroom. Presents key concepts of media literacy: messages are constructions; messages have legal, economic, and political consequences; and individuals negotiate meaning in media. (SK)

Explains ways to use music and magic as a way to interest and engage students in management education. (SK)

Drama workshops focused on empowerment were used in a master's program, a management certification program, and management development for women academics. Evaluations indicated that strong feelings and reactions were raised and sufficient time must be allocated for debriefing. Precourse preparation is essential. (Contains 28 references.) (SK)