Learning systems for management development consist of classroom-based systems and job-based systems. Management development as viewed from the eclectic approach is a highly individual matter. Higher priority will be placed on training the individual rather than training the group; and the needs of the individual will have relevance to the needs…

Describes an exploratory study of student boredom as a block to learning, and reviews some of the implications for trainers if boredom is to be treated as a serious and frequent matter in management training. (MEAD Subscriptions, CSML, University of Lancaster, Lancaster LA1 4YX, England). (NJ)

Suggests that case studies can be used effectively in the education and training of personnel specialists even with students who have little previous work experience. States that, in spite of several problems that must be overcome, case study work is a valuable aid to student learning. (NRJ)

Discusses the Managerial Grid versus Situational Leadership approach to management development. Suggests that they need to be supplemented by new theoretical models, called "Living Systems." (JOW)

Management of conflict has assumed great importance among managers. It should be an essential part of the management development process. Human resource development planners should initiate skill training opportunities for supervisors, managers, and technical specialists in conflict resolution to allow for more effective problem solving and…

Discusses management development, technical training, and increased productivity throughout the world and indicates that the problems and challenges to be faced are similar. Specifically mentions training in Mexico, Japan, Australia, India, Africa, the Far East, the Middle East, South Africa, and the United Kingdom. (JOW)

Describes a study in which 281 principals in Texas schools of fewer than 500 students were queried about their preferences for type, location, and duration of inservice training. (JM)

A study comparing the needs of Greece, United States, West Germany, and Great Britain shows that the demand for training and development of managers will increase but the degree will vary from country to country. (JOW)

To be successful, human resource development (HRD) managers must be marketers as well as trainers and performance engineers. The approach described in this article includes several components necessary to influence the outcomes of HRD decisions made by persons in higher positions. (Editor)

Based on the premise that storytelling is a powerful tool, a model of good organizational storytelling is outlined. The use of stories in management development as a way of understanding organizations as well as ways to enhance managerial storytelling skills are addressed. (SK)

Offers a four-step approach that highlights the key issues at each stage of the coaching process: (1) contract with the client; (2) observe and assess needs; (3) constructively challenge; and (4) handle resistance. (JOW)

Critiques the literature on learning organizations, arguing that it does not indicate how organizational learning relates to business performance or strategic realignment. Asserts that the key characteristic of the learning organization is creation and use of personal and corporate competencies. (SK)

Describes expansive leaders as continuous learners who have an external focus (learning and developing technology, organizations, and work teams) and/or an internal focus (developing themselves and their relationships with others). Offers diagnostic questions for assessing individual expansiveness and strategies for enhancing it. (Contains 32…