Identifies three fallacies in the development of leadership training programs. Examines how principals learn and presents seven ideas for principal training academies to consider incorporating into their programs. Includes a list of references. (MD)

Discusses a study which sought to determine if food service management training and certification resulted in more sanitary operations. Findings from site inspections, pre/post tests, and attitude surveys indicated that the program did not produce statistically significant differences between control and study groups but that improvements in…

Describes the Educative Leadership Project, a British program attempting to generate a new synthesis of experience, research, and theory on leadership and to develop complementary inservice and postgraduate learning materials for administrators. Discusses adult learning principles, relevant issues, project phases, and workshop procedures involved.…

This article reviews some work that illustrates the problem of developing managers in developing nations and draws on experience gained from discussing these issues with African managers, students, and academics in order to consider an alternative way of approaching development in Africa. (Author/CT)

Deans of the colleges of business administration at 207 U.S. universities were surveyed to gather information on education programs that have been developed for executives by universities accredited by the AACSB (American Assembly of Collegiate Schools of Business) at the graduate level. (CT)

The effective principal balances personal job expectations against those of the district and the school community when choosing an administrative style and deciding how much change can be tolerated. A personal log or calendar can help substantiate leadership or managerial preferences and determine future priorities. Two references are included.…

Describes two reinforcement techniques designed to ensure transfer of learning from management training courses to the workplace: (1) participant journal writing to capture management insights occurring during training and (2) support groups providing encouragement, feedback, and accountability. Results of an evaluation of the techniques'…

Faculty and students of liberal education have much to offer the corporate world, but first must get rid of inherited prejudices about business and management, learn to be more innovative, and use the powers of critical thinking more productively. (MSE)

Provides background information on Fred Piaget, and describes his three stages of day care director development: pre-managerial, concrete managerial, and formal managerial. (HOD)

Examines the history of the Motorola Company, its use of human capital as a strategic resource, hours and dollars committed to training, and the fact that Motorola owes its strong common culture and much of its success to the large number of long-service employees. (CT)

An integration of the concepts of situational leadership with what is known about group development and functioning of work groups is discussed as a tool in helping managers, trainers, and group members understand group development and determine the appropriate leader behaviors to use in various situations to build unified, cohesive, and…

Discusses the three "hurdles" that a new female manager must "jump" to be accepted as a colleague by her male peers: trust, dependence, and social role. The authors list a series of tips to help women over these hurdles. (CT)

Deals with women working in the higher echelons of organizational hierarchies. Discusses why training programs aimed at women only are more beneficial to women than mixed participation. Examines women's minority position, effects of traditional stereotypes, group dynamics, problems women encounter in the workplace, and management education. (CT)

A means of using a team approach in training managers is suggested so that training resources, whether internal or external, are seen by the clients as being owned by the manager responsible for the supply of training activities in the organization. (Author/CT)

Dutch university faculty and administrator participation in a complex organizational and management development system is described, and the use of management courses for administrator training is discussed with reference to three possible training program models. (MSE)