The use of personality assessments in management training programs is controversial. However, managers must achieve the organization's goals through the work of others, and, to do that effectively, they must have insight into how they are perceived by others and how their attitudes affect their behavior. (JOW)

George Wilkinson, who has managed planning for United Way of America since 1980, observes that local planners using strategic planning raise more money and solve more community problems than those without such a process. Marketing is identical to strategic planning; both involve looking at an organization, doing and analysis, examining the future,…

Offers specific strategies and ideas on how human resource professionals can collaborate effectively with line management. Includes examples of how it was done at several companies. (JOW)

Examines current debates on management competencies and reports that a growing number of schools are using competence-based approaches to management development. Evaluates standards-based approaches, particularly those associated with England's Management Charter Initiative and its school-management variant produced by School Management South.…

According to survey responses from 20 British companies (21%), 4 had not heard of accreditation of prior learning (APL), 13 did not use it, and 3 did, although not specifically for management development. Nonusers had some negative attitudes toward APL, dismaying considering its potential role in the competence approach to management development.…

A better way to assess the effectiveness of management development is to measure organizational effectiveness rather than individual improvement. Case studies support the Business Excellence Framework model, which assesses enablers (leadership, personnel management, policy, resources, processes) and results (personnel and customer satisfaction,…

Identifies four postmodern themes: complicated identities, the demise of the individual as expert, constraints on individual actions, and postmodern organizations as dream and nightmare. Outlines management-class exercises that illustrate ambiguities and paradoxes in the themes. (SK)

Explores physical indeterminacy in respect of women teachers in management development. Poses questions about the responses available to individual women when "facing up" to the fact that they are a semiotic item that is purchased and consumed by management. Suggests feminist poststructuralist theory to help women escape from the tyranny…

Management students (n=211) completed structured exercises using Cushner's Inventory of Cross-Cultural Sensitivity. The activities stimulated critical reflection, promoted group discussion of attitudes and beliefs, and enabled them to work toward greater cross-cultural sensitivity. (SK)

Survey data from 551 small businesses and interviews with 12 small businesses, 6 Training and Enterprise Councils, and 29 management training providers in Britain showed that provision of management National Vocational Qualifications to small businesses is too resource intensive, time consuming, and possibly inappropriate. Benefits accrue…

Application of adult learning principles was examined in a class for 30 managers of advanced-technology firms. Use of the principles contributed to acquisition, retention, and transfer of learning and a long-term impact on companies. Participants valued the relevance of content, the balance of technical and management skills, and the inviting…

Discusses organizations shifting from affirming diversity to affirming similarity in workforce training. The DiverSimilarity principles include creativity and adversity in diversity, conformity and compatibility in similarity, diversity within diversity, similarity across diversity, and managing diversity by managing diverSimilarity. (MMU)

Responses from 53 postsecondary agriculture departments indicated the following: 32 required leadership/management development courses for agriculture majors; nearly half characterized courses as nontraditional; those not offering such courses cited lack of resources or student demand and institutional barriers; and faculty teaching leadership…

Training for 561 executives in the use of information and communications technologies was based on a model, the Executive Learning Ladder. Results indicated that sense making was accelerated when conducted in peer groups before being extended to less-experienced managers. Learning preference differences played a role. (Contains 38 references.) (SK)

Managers in service and manufacturing organizations (n=433) identified top practices for improving their performance as focus, feedback, and learning from experience. There was a disparity between the management development they want and what organizations provide. (SK)