Describes a management development approach that enables managers as individuals to develop a sense of purpose and direction for themselves and the business. It encourages individual and organizational analysis to identify desired directions. (JOW)

The authors introduce the concept of group facilitation skills for managers. They describe a framework that will help managers recognize group process problems, diagnose underlying causes of group problems, and consider how to take the group past its problems. (Author/CH)

British managers are lacking in the basic components of development and education and the situation must be rectified. Open University is setting up a new School of Management encompassing and building on its Open Business School. (JOW)

The training of school administrators and the development of private business management levels are very similar. A private business executive outlines management training processes and shows their applicability in the training of school administrators. Includes three figures. (MD)

Presents overview of four discussion groups' reactions to Tischler's "Critical Issue Paper 2: Meeting Patient Needs in the 1990's." Summarizes recommendations concerning system challenges and the administrator's role, administrator training, technical assistance, and research needs. (ABL)

Discusses issues involving management training among schools, colleges, and universities in England and Wales. Identifies four major areas of contention that have emerged since changes in inservice training finances have been applied by local education authorities and providing institutions. (CJH)

Discusses the need for developing networking and support and discussion groups among principals and administrators. Describes the positive effect such a group is having among school administrators in the Washington, D.C. area. (MD)

The Maryland Professional Development Academy began operation in 1977 and specializes in training school building leaders. It conducts 10-year-long training institutes based on an annual assessment of principals' needs. (MD)

The Georgia Principals' Institute has been assisting principals since 1964. In 1977 the National Association of Secondary School Principals Assessment Center Project was added to the institute to help assess prospective school administrators. Currently the institute functions as a catalyst for the development of school administrators in…

The Texas A and M University Principals' Center serves principals by providing them with the orientation, skills, and understanding to enhance their position as instructional leaders in their schools. Some of the services offered include a Summer Academy with nine regional clusters to support principals in their regions, and a toll-free hotline…

The first Board of Jewish Education Principals' Center was opened in 1983 and is different from other principals' centers because of the constituency it serves. It deals mainly with supplementary school principals with widely different backgrounds; some are trained in education, some in Judaica, and some as rabbis. (MD)

An education professor draws an analogy between skipping stones on water and a principal's development of school leadership. As stone skippers think about the stone, the environment, and the act of throwing, so should school leaders consider their problem ("stone"), their school and community environment, and the way they introduce the…

In 1983 the Far West Laboratory's instructional management program established Peer-Assisted Leadership (PAL), a unique professional development program for principals. No longer isolated, principals help each other develop analytical and other skills to become better instructional leaders. MLH)

Outlines four issues that educators should examine and carefully follow in relation to educational reform emanating from state legislatures. They are, (1) school accreditation methods, (2) parent choice, (3) the National Governor's Association project, and (4) preparation of administrators. (MD)

In presenting a women's training model, the author identifies specific areas where women need to develop competency. The stages of developing these competencies are presented. The training philosophy and guidelines are also examined, as well as the benefits of training. (CT)