"Springfield," a simulation-based development program for those who have completed the NASSP assessment center, works well for 10 reasons: motivation, talent, self-assessment, feedback, specific goals, realistic simulation, behavior modeling, developmental mentors, on-the-job development, and a follow-up seminar. (TE)

Oregon was selected as one of four pilot states to field test the Springfield Simulation. Logistical problems are described, followed by a procedural account of the process: personnel, initial briefing, research packets, the three-day simulation, feedback from mentors, and a follow-up at the end of three months. (TE)

Describes a pattern of inservice training for principals that enhances the skills necessary to complement classroom activity in outcome-based schools. Program involves classroom visits, inspection of lesson plans, analysis of teacher behaviors, and review of tests and measurement procedures. (TE)

This book presents a nontechnical, step-by-step process that shows how to evaluate any 360-degree-feedback instrument intended for management or leadership development. The 360-degree-feedback instruments collect information from different sources about a target manager's performance, and they offer multiple perspectives. The 16 steps in…

Managing a crisis and providing leadership in a crisis are not the same activity. Crisis leadership principally deals with how leaders handle the human response to a crisis, including their own. This book, in discussing crisis leadership, focuses on three questions: (1) Will the leader address the crisis head-on, take action to fix it, and, if…

A study examined the relationship between education and training and changes to farm management practices that improve profitability. Data were drawn from a National Australian survey of 2,500 farms and from an interview survey of 65 Tasmanian farms, 45 of which had participated in recent training. Findings indicate that farms that participated in…

Reform of educational administrator preparation programs has received substantial attention from scholars over the past 15 years. Their works stress the importance of a strong knowledge base, problem-centered learning, and a renewed emphasis on affective development. A trend away from managerial, authoritarian leadership styles and toward…

In the first of a three-part series, the authors examine the origin of the organizational development movement, instrumented team learning seminars for managers, their experimental programs for industry at various locations, the development of the "managerial grid," management by objectives, behavior modification, and other approaches to…

Basic literature sources about the field of institutional advancement are listed. The list is divided into seven categories: higher education in general, institutional relations, fund raising, alumni administration, government relations, publications, and executive management. (MLW)

Describes an Australian Catholic school district's efforts to pursue school effectiveness by implementing system-level practices embodying Fullan's notions of support and pressure. Key elements included school development processes and appraisal and professional development for principals and teachers. The system has mobilized resources for…

Outlines recommended practices for strengthening administrator preparation programs. Preservice programs should emphasize development of reflective skills; ethical and moral leadership qualities; adult learning principles; coherent, integrated curricula; and updated teaching and learning processes. Aspiring principals need more opportunities for…

Describes a program that trains county extension agents in water quality and management principles and how to use educational materials to teach farmers and homeowners those principles through a distance education training program. (DDR)

An annotated bibliography of 295 journal articles on managerial and organizational career development. (JOW)

Seven articles on hospitality management training discuss the following: computerized management games for restaurant manager training, work placement, real-life exercises, management information systems in hospitality degree programs, modular programming, service quality concepts in the curriculum, and General National Vocational Qualifications…

The problems faced by the author as an external evaluator responsible for evaluating a grass roots initiative for school managers in Great Britain are examined. The focus is on evaluating a management development program in the field and training an evaluator, rather than on outcomes of the program itself. (SLD)