Results of a questionaire sent to twenty five firms in Atlanta asking the question: What five major qualifications are you looking for in hiring a management trainee with a college degree?'' (GB)

Agencies are no longer required to submit with their budget submissions the multi-year program and financing plans, program memoranda and special analytical studies -- or the schedules -- that reconcile information classified according to their program and appropriation structures. (Author)

Describes a program designed to upgrade the skills of business owner/managers and supervisory personnel. (SB)

A program for school administrators involves the establishing of performance goals on a mutual basis with objectives that are measurable and attainable. (Author)

Charts illustrate the concept of managers training their own subordinates by a Do-It-Yourself system" used successfully by the author. (Editor/SP)

How Turkey, a country with rich agricultural technology know-how, developed management talent with U.S. help. (Editor)

Emory University's external management institutes for government and industry provided an ideal model for an in-house development program. (Editor)

Postulates an alternative mode of conceiving organizational structure with educational administration as an illustration. The implications for the concepts of power, authority, and leadership are examined as well as those for administrative status. (Author)

A special interview in which Dr. William H. Curtis, project director of the Research Corporation of the Association of School Business Officials, tells about the progress of the project and the problems encountered. (CT)

Information management is a key concern in determining organizational effectiveness. The need for effective business communication at the personal level is increasingly important. Individuals must be prepared to analyze and synthesize information, make decisions, and create clear and appropriate messages. (JOW)

Examines the nature and impact of boundaries and boundary management in interpersonal skills training (IST). States that the management trainer should be aware of the boundaries he is establishing with trainees and colleagues, and the possible consequences, and the boundaries others are establishing and his reactions to them. (NRJ)

Provides a brief history of and need for engineering management. Raises and answers three questions related to the acceptance of engineering management as a recognized field of education and practice. Offers suggestions to improve the situation, including the encouragement of continuing education efforts. (JN)

Outlines common corporate writing problems and suggests basic strategies for teaching corporate employees to solve them. (AEA)

An approach to individual supervisory coaching, "communication by objectives," is appropriate for all supervisors, systematically teaching them to translate concepts into skills and to apply those skills on an individualized basis to employees. (Author/MLF)