Attempts to bring a practical emphasis to the subject of sales training guidance for both newer and more experienced sales trainers. Explores the potentials, procedures, and possible limitations of applying a strategic planning process within corporate sales training functions. (CT)

As many corporations widen their scope to international markets, there arises a need for specialized management development. To be effective in an international environment, a manager requires linguistic, social, and communication skills, functional expertise, and familiarity with cultural differences. (SK)

Describes the components (course periods, home periods, and practical society-oriented experiences) that make up the compulsory inservice educational program designed to improve the effectiveness of all Swedish educational administrators. (IRT)

Explores some implications of individual perceptions for management development. Suggests that logic is necessary but not sufficient in dealing with problems and opportunities and that the perceptual side of problem solving is becoming more dominant. (JOW)

Highlights from a recent conference of the American Society for Training and Development indicate current efforts by employers to assess the impact of their educational programs on the performance of managers. (CT)

A new methodology was used to measure the impact of a simulation workshop on job behaviors of adult education administrators who demonstrated significant changes 10 months after their inservice experience. (CT)

To attract capable people, organizations must have managers who support employee career development. The author describes a three-day course for managers on dealing with employee needs. (JOW)

Suggests methods for getting line managers involved in the administration of training. Suggestions include defining why line managers should get involved, encouraging their participation as instructors, making courses relevant to jobs, and providing reinforcement. (CT)

Suggests ways of improving productivity for public libraries faced with increased accountability, dwindling revenues, and continuing inflation. Techniques described include work simplification, work analysis, improved management, and employee motivation. (RAA)

The U46 Administrators' Academy, sponsored by School District U46 in Elgin (Illinois), provides administrator inservice training at no cost. Academy instructors, primarily central office administrators, are selected for their credibility with their peers, for their knowledge of the topics, and for their ability to teach. (Author/MLF)

Examines staff management problems within British public libraries, one example of which is the unsuccessful attempt to introduce participative management. The effect of trade unions is noted and three levels of personnel planning (national, professional, and local) are discussed. (SW)

This analysis of Black managerial problems suggests that the issues confronting Black managers are distinctive and special and that there are specific features of Black life which need to be examined as possible cultural influences on Black organizations. (Author/EB)

Describes the bases for management services that would ensure that the larger business organizations of the future will receive an intake of highly trained men, or women, who by age 30 would have been subject to 15 years of specialist general management training, suitable for any form of business enterprise. (WL)

Describes partner institutes as nonprofit organizations that provide training to member organizations in an industry. Presents a competency-based needs assessment model for assessing training and development needs of the industry, incorporating a variety of data-gathering techniques, eliminating redundancy, and forestalling role conflict. (SK)

Developmental assessment centers focus on helping existing staff improve job performance. These centers are most effective when they combine clear, precise feedback with pragmatic, on-the-job follow-up, although they do cost more to operate. (SK)