This document presents findings about the development and sustainability of academic nonprofit centers. It describes how such centers, which focus on the management and development of the nonprofit sector, work. The findings are based on a literature review, 16 personal interviews with current or former directors of nonprofit management or…

This book is intended to serve as a practical guide to developing, implementing, and appraising mentoring programs for school and district leaders. It describes mentoring and discusses why it is an important issue in professional development. A three-phase model is presented to help lead school districts and individual school personnel through the…

A study by the McDonnell Douglas Corporation reveals that time will erode the ranks of promotable managers unless action is taken long in advance of need of them. To meet this problem, the Douglas Management Institute was formed, a two-year middle-management developmental program. (Author/DS)

Designing and administering an incentive compensation plan is one of the most difficult tasks that corporate personnel executives face today. A rudimentary framework for guiding management's thinking in this area is presented here, together with some recent findings on actual incentive compensation practices in eleven large, diversified firms.…

The fable illustrates the manager's need for consideration without judgment of not only the elements of organizational ineffectiveness but also the inter-relation of elements. Identifying all elements and all relationships in a problem situation is essential. (Author/DS)

Colleges will increasingly be called on to counsel individuals who come to them for aid in implementing personal management development programs. The counseling process demands forcing the student to confront such issues as: payoff of studies, type of knowledge and skills sought, and the vehicle for gaining knowledge and skills. (Authors/SC)

Suggests that meaningful evaluation of administrator performance is contingent on a proper purpose and well defined performance-based criteria. (Author/DN)

The roles of formal and informal education and training are compared in the development of managerial talent at all levels. Both relevant formal education, using theoretical and practical materials, and firsthand experience are essential. (SA)

The Small Business Administration provides three types of training for small business owners: courses, conferences, and problem clinics. (Author)

Successes and difficulties of MBO introduction in a government unit in Texas. (Editor)

A program for upgrading female supervisors'' that involves changing women's attitudes towards themselves and other women. (Editor/SP)

Discusses staffing the management science program, emphasizing the two important staffing considerations: (1) organization and (2) skill mix. (Author/RA)

An experienced English training officer who works as a management consultant states that top and middle management need, first, appreciation that an organization's tone counts for more than stated policy and, second, improvement in management personnel selection combined with flexible promotion policies which take the individual into account. (PD)

Development and implementation of a program for identifying, developing, and promoting employees with supervisory and management potential. Evaluation criteria and methods, training of personnel evaluators, and accomplishments to date, are covered. Three references. (LY)

College basketball team records were used to examine the effects of coaching changes and length of tenure on team effectiveness. (Author)