This special report includes four articles arising from the American Society for Training and Development's symposium, "Approaches to Change in Organizations": "Taking Charge of of Change" (Steinburg); "Five Views of Change" (Conner et al.); "Breakpoint Change" (Land, Jarman); and "Approaches to Change" (Kotler). (JOW)

Explores three aspects of management research supervision: range and adequacy of supervisory roles, processes of supervisory intervention, and perceptions of power relationships. Identifies actions for supervisees, supervisors, and organizations in terms of academic and supervisory roles, intervention styles, and power relationships. (SK)

Reviews and describes some major issues associated with implementing effective mentoring schemes to support educational leaders, drawing on the authors' experiences with developing such programs in the United States. Although significant differences exist practically and philosophically in U.S. and British educational management systems, mentoring…

Offers tips and resources for putting together a roster of training classes for building employees' cross-cultural skills. Types of training include cultural awareness, multicultural communication, country-specific training, executive development, language courses, and host-country work force training. (JOW)

Executives do not always fully understand or support quality improvement initiatives. A four-step model for guiding human resource development practitioners in educating executives about quality involves establishing a quality position; a shared vision; a quality management system; and goals, strategy, and plan. (JOW)

Describes results of a study using indepth interviews with practicing administrators working directly with aspiring administrators enrolled in the Danforth Foundation Program for the Preparation of School Principals. Mentoring activities benefit both proteges and mentors. Encouraging experienced administrators to serve as mentors may be a powerful…

The distinction between high-status intrinsic education and low-status instrumental training is dissolving. The creativity and initiative demanded of today's workforce requires higher order social and cognitive competencies. (SK)

Describes the Albuquerque Public Schools'"Productive Management Training," a three-year program which helps supervisors of classified personnel (secretaries, custodians, educational assistants, paraprofessionals, food services personnel, maintenance employees) examine their current ways of working and explore new management…

The management style and climate set by a trainee's supervisor can hinder transfer of training. Trainers should (1) seek supervisor commitment and input; (2) share course objectives and content; (3) have supervisors and trainees meet before and after the training; and (4) follow up with supervisors. (SK)

This sixth in a series of articles describing IBM's Opportunity Management Program addresses the approach and methods used to accomplish a summative evaluation. Four levels of validation of performance and business results are discussed, and nontraditional methods of evaluation are recommended, including the use of data gathered by IBM in levels…

Describes the Diagnostic Executive Competency Analysis System (DECAS) developed by researchers at the University of Texas (Austin). Applies assessment center methods conventionally used for selection and screening purposes to formative needs-based professional development activities. Presents DECAS within the framework of the U.S. Multi-Site…

Management development programs are focusing on flaws in senior managers that can seriously affect their job performance. Training is intended to overcome such problems as aloofness, arrogance, betrayal of trust, abrasiveness, and narrowmindedness. (SK)

As part of the 1987-88 Westchester Principals' Center program evaluation, active principals were asked what motivates their participation in professional development activities. This article summarizes their answers, along with perceived participation benefits, visions of the principalship, and the influence of prior experiences on learning…

The assistant principalship is poorly defined and structured, does not provide personal fulfillment for its occupants, and does not function effectively as a preparation grounds for future principals. The position should be used as a career position exclusively, until it can be permanently eliminated through restructuring. (59 references) (MLH)

Staff developers need to recognize management practices that interfere with the establishment of conditions necessary for professional growth, then seek alternative to those practices. The article describes 13 management myths and presents alternative actions that encourage viewing the school as a community of leaders. (SM)