Explores the development, validation, and use of management competencies, focusing on British principals' position within the maintained-schools sector. Describes the generation of management competencies through a national job analysis involving some 255 heads. Advocates a competency-based evaluation process, presents specific headteacher…

Evaluation of an outdoor management development (OMD) program at Leeds Business School concludes that such experiential learning activities achieve far more than conventional classroom approaches. The myths and stereotypes surrounding OMD require rigorous evaluation to provide evidence of its effectiveness. (SK)

Includes citations and abstracts of 99 articles on management development, training techniques, skills training, and general training from international journals. Provides information on article retrieval and the journals covered. (SK)

Women will not make significant advances until the focus shifts from gender awareness to multicultural awareness. Management development must shift from assuming that white women are normative professional models to an inclusive perspective that recognizes women's diversity. (SK)

Comparison of advantages and disadvantages of three types of management development for women (single sex, mixed sex, and mentoring) concludes that, despite some strengths, single-sex programs risk further isolating women and perpetuating occupational sex segregation. Integrating men and women in management training and mentoring has the best…

Summarizes an exploratory study that interviewed educational managers at different career stages concerning their conceptions of educational management training. For experienced managers, significant aspects of their expertise centered on developing a considered, inclusive approach to decision making, delegation of responsibility, and a…

Twenty-seven corporate managers completed the Priest Attarian Risk Taking Inventory before and after a day of rappelling. Subjects also completed a business version of the inventory a few weeks before and a few weeks after the experience. Subjects appeared to transfer some of their new risk-taking behaviors to their jobs. (KS)

A survey of a French business school with multinational branch campuses received 123 usable responses supporting the proposition that cross-cultural differences exist within each of Kolb's learning cycle stages. National profiles of learning preferences were developed for French, German, Spanish, Anglo-Irish, and Eastern European learners. (SK)

Describes how two Peace Corps volunteers used elements of indigenous culture to help village leaders in the Pacific Islands learn about management, planning, and brainstorming. (JOW)

Concern with ethics has given rise to two educational approaches, one derived from philosophical principles of social ethics, the other based on case studies of practical issues. A combination of these is necessary to ensure situational applicability and to avoid moral relativism and expediency. (SK)

Evidence from foreign-owned companies in Greece suggests that cultural patterns and environmental influences cannot be ignored. However, such companies could influence human resource development in a developing country by following their home policies in training and staffing. (SK)

Comparison of self- and others' ratings of 335 managers' job performance found moderately low agreement between the two. Managers consistently reported practicing specific skills more frequently than raters' feedback showed, across 20 management practices areas. (SK)

Computer simulation is an ideal framework to encourage decision making, active learning, and motivation. Appropriate software should be judged in terms of realism, relevance, complexity, interface, administrative efficiency, and use of microcomputers. (SK)

United Parcel Service's career development system takes multiple approaches: information from career discussions between supervisors and supervisees and a career planning workbook and guide is used for individual career planning, district master operating plans, and the management appraisal process. (SK)

Surveys of corporate executive development practices in 1982, 1987, and 1992 showed demand is increasing, especially for in-company more than university-based programs; expectations for the two program types differ; the multifaceted audience suggests the need for targeted, tailored programs; and corporation-university partnerships are essential.…