Draws analogies between strategic management and experiences found in dramatic literature and symphony conducting. Provides examples of using the arts to support management learning. (Contains 50 references.) (SK)

This article offers 14 practical guidelines that can help pave the way to credibility for the training department in an organization. (Author)

Analyzed daily functions of supported employment program managers (n=30) in Virginia as first step in determining competencies to be addressed in supported employment manager training programs. Found program managers engaged in planning, organizing, directing, coordinating, and controlling, and divided their time between administrative and direct…

Findings are reported from a series of studies of staff development coordinators, principals, and superintendents carried out in Georgia. The staff development needs of the three groups are identified, ranked, and compared. Implications for staff developers are proposed. (IAH)

Management developers often undermine their own objectives through inconsistent, paradoxical behavior. Paradoxes are a normal by-product of the way people assign meaning to interpersonal action. Case studies illustrate four paradoxes affecting human resource developers. (JOW)

Describes an award-winning training program for managers and supervisors in Rolls Royce's Research and Development department. What impressed the judges were efforts to make the training relevant to working life, relevance and imaginative design of the training, and its benefits including reduction of engine build time. (JOW)

The author presents a training program for supervisors designed to improve an organization's performance appraisal system. Legal issues surrounding performance appraisal are discussed. Course topics include (1) definition and purpose of performance appraisal, (2) how appraisals can improve performance, (3) negative reactions and how to overcome…

Federal Express uses Service Quality Indicators to measure customer satisfaction and innovative training methods such as an interactive video network, pay-for-performance/pay-for-knowledge, and a Leadership Evaluation and Awareness Process. (SK)

The use of personality assessments in management training programs is controversial. However, managers must achieve the organization's goals through the work of others, and, to do that effectively, they must have insight into how they are perceived by others and how their attitudes affect their behavior. (JOW)

George Wilkinson, who has managed planning for United Way of America since 1980, observes that local planners using strategic planning raise more money and solve more community problems than those without such a process. Marketing is identical to strategic planning; both involve looking at an organization, doing and analysis, examining the future,…

Offers specific strategies and ideas on how human resource professionals can collaborate effectively with line management. Includes examples of how it was done at several companies. (JOW)

Examines current debates on management competencies and reports that a growing number of schools are using competence-based approaches to management development. Evaluates standards-based approaches, particularly those associated with England's Management Charter Initiative and its school-management variant produced by School Management South.…

According to survey responses from 20 British companies (21%), 4 had not heard of accreditation of prior learning (APL), 13 did not use it, and 3 did, although not specifically for management development. Nonusers had some negative attitudes toward APL, dismaying considering its potential role in the competence approach to management development.…

A better way to assess the effectiveness of management development is to measure organizational effectiveness rather than individual improvement. Case studies support the Business Excellence Framework model, which assesses enablers (leadership, personnel management, policy, resources, processes) and results (personnel and customer satisfaction,…

Identifies four postmodern themes: complicated identities, the demise of the individual as expert, constraints on individual actions, and postmodern organizations as dream and nightmare. Outlines management-class exercises that illustrate ambiguities and paradoxes in the themes. (SK)