Describes a survey of 43 Fortune 500 industrial corporations on management training. Results include the finding that evaluation of training programs is not up to the desired standard. (CH)

The authors describe development of a model useful for teaching political skills in the management curriculum. The model contains two dimensions relating to (1) the skill of "reading" an organization's politics and (2) the skills that individuals carry that predispose them to act in a certain way. (Author/CH).

The author looks at a definition of the term "case study" and notes a lack of empirical evidence to substantiate many of its claims. Some of the limitations and pitfalls of the case study method are discussed. (Author/CH)

The Fall River Institute for Leadership was established in 1984 to aid administrators in learning about recent studies, programs, and practices in the field of leadership development and to help Fall River's 102 administrators refine their leadership skills. This article provides an overview of the institute's program. (MT)

The Akron Public Schools conduct three interrelated programs for principals to ensure school improvement. They are Administrative Supervision Workshops, /I/D/E/A/ Principals Inservice Program, and Operation Curriculum for School Improvement. The programs, and how they overlap, are described. (MT)

The Worthington School District uses the Social Style Model in a two-day seminar to help administrators become aware of the effect of their behavior on others and to understand the effect of others' behavior on them. The program and its benefits are discussed. (MT)

"Even Champions Have Coaches" is a North Carolina program begun under the assumption that preparing principals as trainer/coaches for their peers would allow them to understand how change occurs in schools and increase the probability of successful implementation of state educational initiatives. (MT)

Argues for acceptance of multiple forms of PR evaluation. Suggests including such unquantifiables as creativity and attitude in measurements to form a valid basis for action. Discusses six levels of measureability. (MS)

Reviews the concept of principal centers, which help principals in their professional growth. Includes the results from a study of the organization and operation of 34 principal centers throughout the United States. (MD)

Since 1977, the Institute of Educational Administration in Victoria, Australia, has developed and implemented a model for training senior administrators and middle management-level personnel. Three stages are involved, one of which is a four-week residential program. The model is described and evaluated. (MT)

Reviews types and evaluates effectiveness of microcomputer-based training for managers: electronic workbooks, simulations/games, expert systems, and management support systems. (SK)

Describes ways training is linked to levels of organizational efforts, results, and impact; an allocation of functions to organizational personnel; cases-in-point concerning responsibilities; tools used by organizational personnel; and a training requirements identification and development cycle. Relationship of this Organizational Elements Model…

This article begins with a review of practical experiences in establishing self-development groups before it draws out some of the wider lessons for those wishing to follow this particular route. Discusses what self-development groups look like, how they work, and possible outcomes. (CT)

Training employees separately based on gender should be a thing of the past. The trend is toward androgynous management development--blending male (task-oriented) and female (people-oriented) styles. (SK)

The Higher Education Management Institute model for leadership development was used to initiate a management development project for college administrators. A program of seminars and other experiences explored organizational climate, leadership, and communication skills. Information useful in organizing such a program is reviewed. (DF)