The author discusses his definitions of training and education and presents his suggestions for the solution of management and supervisory training problems: (1) that training should meet real, identified needs, (2) that training responsibilities lie with each manager's superior, and (3) that all training should be results-oriented. (SA)

The article stresses those facets of the position of manager which can be developed by an individual so as to encourage personal satisfaction and job satisfaction, while at the same time being an effective manager. (AG)

Four case studies covering different aspects and problems of management development; include discussion questions. (AN)

Describes the University of Tennessee's innovative approach to preparation of educational administrators. (JF)

Connors calls for a 'leveling out' period and Society response to all functional segments." (Editor)

Top administrators need to be made aware of the problems of purchasing agents so that constructive decisions can be made to assist the purchasing department. (HS)

A review of two books reporting on managers in mid-career. (RA)

Ford Foundation sponsored research at the Swiss International Management Development Institute focused on thought processes, kinds of content, and types of intellectual output or outcomes. Article includes a diagram of relative effectiveness of participative methods in developing specific skills, and Guilford's Structure of the Intellect" model.…

Some corporations, called "academies," have the ability to develop a group of above-average and desirable vice presidents and then to lose these individuals to other corporations with no loss in earnings. Much can be learned from these companies' methods to improve management development programs. (Author/MLF)

Details a training program designed by the Zale Corporation to develop professional store management staff. Includes the specific goals, methodology, description, and results of the program, which has become an integral part of the Zale Corporation and a contributor to the success of the company. (JOW)

The use of assessment centers to measure management potential is reviewed. Included are standards against which to evaluate centers, problems with the system, why many training managers prefer assessment to tests and interviews, and points to consider when converting an assessment center process to a management development experience. (CT)

Discusses myths about the Japanese management styles; what the West can learn from the Japanese; the concept of nonlinear management; and training modules which teach self-discipline, tolerance, and nonlinear management. (CT)