Phases in the management training program development process are described, including: needs assessment; program objectives, recommendations, implementation, requirements, and resources; formative and summative evaluation; and feedback. (LH)

A look at a study that was made to determine the utility of programed instruction in teaching a specific management skill, the "scheduling of human resources." The results indicated that programed instruction can be used effectively within a management development program. (Author)

Discusses five factors usually associated with the concept of project management which can facilitate the creation and operation of an effective production team, including (1) analyzing available resources, (2) defining roles of specialization and generalization, (3) establishing communication networks, (4) determining rules of team operation, and…

Discusses the participation of four California Superintendents in the Columbia Teachers College Superintendent's Work Conference and its value to the participants. Presents a proposition for producing an equilvalent West Coast summer conference. (MD)

Exploring the facilitator's role in a management self-development program, the paper presents the view that "self"-direction takes place in a context of "other"-directedness. It argues that development of the learner's self-direction demands that the facilitator be prepared to interact openly, to learn, and to change. (Author/CH)

Describes how a hospital-based first-line manager (head nurse) development program was designed and implemented by using strategies appropriate to the values, norms, and resources within the organization. (JOW)

Companies operating at the frontiers of knowledge and technology in business must develop innovative attitudes and strategies to survive. Two factors important in determining whether people working in this environment will innovate are (1) individual employees and (2) the company culture. Another fact of corporate life is that senior executives…

Introduces and defines the concept of online information databases and discusses how these information sources have been marketed in the past. Argues that their wealth is underused by managers and identifies databases that provide valuable management information. Identifies new trends in the industry that will help managers exploit this tool. (CH)

Describes the Audit of Principal Effectiveness, designed as a reliable, practical instrument for obtaining teachers' perceptions about principals' performance. Discusses the instrument's domain and factor definitions and lists some applications. Provides a copy of the instrument and three references. (MLH)

Discusses the role of the purchasing agent in relation to the school management team and its importance in maintaining a high level of quality in education. (MD)

Notes that the issue of leadership and management has become a hot topic for school principals and administrators with books, magazines, and articles urging participatory corporate management techniques. Suggests newer management styles developed in the private sector offer some valuable approaches. (NH)

Suggests that team building can be enhanced by employing career anchor concepts to identify individual perceptions and by developing a "shared perceptions" model about performance related issues. Provides a guide to applying the model and includes a case study. (JOW)

Eleven staff development programs for school administrators are analyzed, emphasizing the principles and characteristics which distinguish these programs from past practice. Differences are classified into the headings of focus, content, and program delivery. (MT)

This article describes principals' centers and the principals' center movement, identifying key issues raised by them. Future directions and persistent questions for the principals' center movement are developed. (MT)

The Metropolitan Principals' Academy was formed in 1984 by eight suburban school districts in the Minneapolis-St. Paul area in order to help administrators become more effective. The academy is described, and the research-based model of leadership which guides it is examined. (MT)