The author states that the challenge for training and development is to help retrain managers for turbulent times. The objective is to change managers' mentality. The author makes recommendations concerning adapting to conditions, managing change and innovation, and establishing direction. (CT)

To ensure significant improvement in individual and organizational managerial effectiveness, the design and implementation of soft-skill management development programs need to address the six factors leading to change resistance and the five critical elements that contribute to success. These factors and elements are discussed in detail. (CT)

The author states that developing successful managers demands a more integrated, individualized process that provides job assignments, role models, and other workplace "events" that develop key management competencies. She lists these competencies as technical or business knowledge, people skills, meeting the demands of assignments, and surviving…

Investigated the impact of behavior modeling training in an industrial plant on male supervisors (N=44) using Kirkpatrick's (1976) four levels of evaluation. Results indicated no behavior or performance change with behavior modeling and re-emphasized the need to use Kirkpatrick's evaluation method to measure training program effectiveness. (LLL)

The author attempts to show the value of using actual work problems as vehicles for development of management teams. The use of such diagnostic methods as repertory grids and identity matrices is described. Two case studies of situations in which the approach was applied are given in detail. (SK)

Reviews the needs of the owner/manager for training and development and indicates how they might best be met. Discusses the nature of management in small business and explores implications for training methods. Also discusses program possibilities and marketing strategies. (JOW)

If employee development is to reach its dynamic potential in the corporate world, corporations should adopt a lifelong learning approach which considers individual employee growth. Five essential steps to consider when initiating a corporate development program are presented. (WL)

This paper reports on a study conducted for the Alabama State Department of Education. The study's purpose was to provide a clear perspective on the current abilities of school leaders to provide technology leadership in schools and school districts. All district superintendents and school principals who attended (N=341) the Alabama Renaissance…

This document contains two papers written for a workshop conducted by the Community College Leadership Development Initiative (CCLDI) and Claremont Graduate University (CGU) in June 2000. The introduction discusses CCLDI's presentation of leadership programs affecting the community college segment of higher education, and the progress they have…

This book shows how the quality management approach pioneered in Japan by Dr. W. Edwards Deming allows educational service centers to expand services and be more flexible by reducing waste and rework. Deming's method shows how to change from reactive management to a dynamic system of continuous improvement that restores worker pride, increases…

The responsibilities of school board members have increased in complexity since school boards were first established over 100 years ago. Members must keep track of many educational reforms and changes in the educational governance structure, the increasing number of "players" involved in educational policy, and the increased number and seriousness…

Increasing evidence shows that school leaders, throughout all stages of their careers, can benefit from a mentoring system in which a seasoned leader helps the protege combine theory and practice with experience. This research roundup reviews works that provide support for principal mentoring and share strategies for establishing mentoring…

Creating competence has become a major issue in organizations. Various authors contend that competency management has the potential of integrating organizational strategy, human-resource instruments, and human-resource development; that competency development can lead to performance improvement; and that it can help Human Resource Development…

This report describes a process of development in which managers move beyond addressing shortcomings and are encouraged to recognize and internalize their strengths. The document begins with the idea that the failure to recognize one's strengths is at the root of many performance problems. It describes the difficulty in getting managers to…

Development and Implementation of a management by objectives system is examined. Cited is the Oklahoma experience which has shown management by objectives to be an effective management system for the State Department of Vocational and Technical Education. Planning, decisions, evaluation, goals and stumbling blocks of program implementation are…