A case study of a South Wales manufacturer illustrates the need for companies to adopt an integrated strategy for computerization and information systems. Lack of management training blending computing and business skills can have a crippling effect on system development and organizational health. (SK)

Human resource practitioners must recognize the growing requirement for facilitating skills and processes, the diversity of preferred learning styles, and the importance of identifying learning potential. They must understand how barriers to effective learning can be identified, overcome, and facilitated by appropriate technology. (Author)

Reviews literature on strategic human resource development (HRD) focusing on the characteristics of such activities, conditions necessary for the promotion of HRD, and the benefits to an organization pursuing such activities. Empirical evidence is presented on HRD policy formation and planning processes in Irish high technology companies. (JOW)

Describes the Social Styles Model, a business management development model that has been adapted for use in education. It offers alternatives for improving interpersonal relationships through knowing and understanding the impact of behavior on an individual. (JOW)

Examines the economic and educational systems of countries in eastern Europe that are undergoing dramatic changes. Includes information on their size, location, population, economy, and relations with the West and describes the structures of their management training systems. (JOW)

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…