Management is a structure of authority and responsibility and a process of direction and motivation whereby the stated purpose of people working together within a particular enterprise with a particular supply of resources and with a particular technology can be accomplished. Higher education could probably learn from business management, but only…

The second edition of the American Society for Training and Development Consultant Directory lists members who have indicated their availability to serve clients in consulting capacities. The names are accompanied by statements, largely prepared by the consultants themselves, describing their services. Addresses are also included. (NL)

The focus of this paper is methods for training middle and lower managers, especially those in the field. It is helpful to regard those managers as change agents who must implement decisions coming from the top of the organization, usually in an authoritarian way. Periods of change in an organization can be the time for most effective development…

A textile manufacturer's (Graniteville Co.) highly successful management assessment procedures are explained by describing a one-day management simulation workshop. (AG)

The author discusses management principles in general and in relation to time management. Stating that most managers and trainers do not understand these principles, he describes how to put them to work in planning time management programs. (MF)

The article describes the use of a simulation for outdoor recreation management which is applicable for any type of dispersed recreation area where visitor flows are of concern, where there are capacity constraints, where visitor encounters are significant, and where it is desired to allow visitors substantial freedom to move about flexibly. (MJB)

Traditional program evaluation methods are expensive in terms of time and money. An alternative is auditing, a process that produces an official accounting and verification, often by third-party evaluators. Auditing relies on samples that are critical to the organization and its decision makers. (JOW)

The learning style of older executives differs from that of younger ones. If training is to be effective, the methodology must be different as well. Trainers must "look to the learner" if they are to meet the learning needs of senior executives as well as satisfy the demands of the marketplace. (JOW)

Principal centers develop collegiality and provide training while facilitating growth and renewal for principals. (MD)

Introduces a series of articles on the topic of principal centers. (MD)

Discusses the growth and development of principal centers since 1981. Includes mention of the Harvard Principals' Center and a discussion of "The Conversation," a networking exchange funded by the Babcock Foundation. (MD)

Outlines the assumptions guiding the development of programs for leadership education of principals in Minnesota. (MD)