Using a computer-mediated conferencing system, 18 British business administration students conducted a thoughtful, in-depth discussion of business ethics. Some attitude change took place, but difficulties arose in technical problems with access to the system and varying levels of computer skill. (SK)

Management education programs at Glasgow Caledonian University introduced Development Centres, involving students in self-assessment, career counseling, and development planning. Students viewed the centers positively as a means of bridging theory and practice, concepts and skills. (SK)

Governmental legislation in Great Britain has substantially changed headteachers' roles and underlined their responsibility for school improvement. This paper presents a preliminary evaluation of the HEADLAMP (Headteachers' Leadership and Management Programme) scheme for beginning principals. Interviews with some program participants revealed…

Review of recent studies finds women are under-represented in senior management posts in United Kingdom independent schools, especially in the secondary sector. Urges further research on negative attitudes toward women in senior management, development of management training courses aimed at women, and greater provision of mentoring to women in…

Discusses the "think tank" programs of the New England Resource Center for Higher Education that enable college administrators to become more reflective about their practice and to conduct research that is rooted in practice. The think tanks are day-long seminars for chief student affairs officers, chief academic officers, associate academic…

Interviews with 30 human resource managers and faculty and case studies of British companies reveal a growing but segmented market for management education. Business schools are advised to know their market, focus on a niche, and build a critical mass of clients. (SK)

The Schools without Walls program helps University of Surrey management students develop managerial skills by serving as mentor-managers to secondary students. Freedom to reflect and have hands-on management experience facilitated skill development. However, the program worked better for affective skills than cognitive skills. (SK)

Discusses the goal-based design concepts used to build a CD-ROM-based course for senior executives at Andersen Consulting. Topics include quality management; continuous improvement; problem-centered learning; video storytelling; feedback; multimedia learning environments; course organization; and possible future applications. (Author/LRW)

Management development programs are often focused on the participant rather than on the sponsoring organization or employer. Employers send people for the wrong reasons and are unhappy with the results. Providers of Masters of Business Education degrees can make the program more meaningful to all concerned. (Contains 16 references.) (JOW)

The Policy Forum estimates that only about one-quarter of today's principals (20,000 out of 80,000) possess essential instructional leadership skills. Facing contradictory expectations, principals are often confused about whom to please and how to do their jobs. The Principal's Leadership Institute can help with specific improvement plans. (MLH)

Because of impending retirements, districts have the opportunity to recruit and train thousands of outstanding new principals. Hiring and retaining quality principals involves identifying and selecting good leaders, socializing them into district culture, and providing ongoing professional development and support. Challenges facing urban,…

Presents five group problem-solving initiatives for use in adventure and experiential settings, focusing on conflict resolution, corporate workplace issues, or adjustment to change. Includes target group, group size, time and space needs, activity level, overview, goals, props, instructions, and suggestions for framing and debriefing the…

Analyzes the form and function of colleges in terms of organizational theory. Argues that while the purpose of colleges and industries may differ in their results, they are fundamentally similar in structure; in order to improve, both must become more open to communication, action, change and learning. Contains 1 figure and 29 references. (JDI)

Presents a case study on the development of a learning organization that did not last very long. Suggests that the reason for its demise was the way in which learning in the organization was understood and enacted. The case is evaluated against John Dewey's learning theory. (Contains 24 references.) (DDR)

Offers an account of how the role of facilitators might be extended towards a process of 'critical facilitation'. Presents a perspective that is elucidated through using an exemplar of an application of this approach. Suggests that critical facilitation consists of developing an orientation of openness to discourse. (Contains 49 references.) (DDR)