Adult learning is a potentially productive way of identifying the motives and behaviors of effective management. Learning is a distinguishing characteristic of the most effective managers and steps can be taken to enhance managers' abilities in learning how to learn. (JOW)

Examines the limitations of present systems of management development, with particular attention to the problems caused by increasing organizational and occupational change and fluctuation. Availability: M.E.A.D. Subscriptions, C.S.M.L., University of Lancaster, Lancaster LA1 4YX, England. (SK)

The authors report data from a survey of perception of training from the viewpoint of the organization, the trainee, and the trainer. The article also presents a sample of the strategies traditionally available for improving these perceptions. (CT)

The concept of quality circles is discussed. The authors explore company compatibility with Japanese management philosophy, a compatibility test, planning for the change to quality circles, need for a flexible design, and setting worthwhile goals. (CT)

Since humans change from the inside, it is more valuable for administrators to try to change themselves than to prescribe staff development for others. Principals can cooperate in self-development programs by participating in principals' centers being established around the country. (PGD)

Discusses the debate over the proper role of the assessment center: should it be used for management development or management selection? Shows how a well-planned center can do both successfully. (JOW)

Describes the need for principals to have a greater understanding both of the needs of special education students and of effective ways of handling their problems. Special education survey courses and practical experiences for administrators might help close the gap between principals and special education teachers. (WD)

The retailing industry is overviewed and executive training programs are detailed. Jobs in retailing are described: merchandising, department manager, assistant buyer, buyer, merchandise manager, and store manager. Also discussed are operations, financial control, and personnel management. (CT)

Discusses why measuring behavior change is an effective way to project how the training program is contributing to the objectives of the organization and reducing operating costs. (CT)

Leadership development programs that look only at the individuals leading the schools and that fail to help school managers restructure functions and establish support mechanisms will waste resources and change schools very little. (Author/WD)

The purpose of this study was to (1) obtain an understanding of the process of analyzing nonobservable work behavior and (2) develop a system for analyzing subject matter related to nonobservable work behavior for use by management training personnel. (CT)

Discusses the need and reasons for having more children's librarians in managerial positions in public libraries. (CHC)

The difficulties of over-reliance on prepackaged assessment center programs are discussed, along with pointers for determining whether a company should use prepackaged or custom-designed assessment centers. (JOW)

Describes the development of a system that uses the assessment center approach as part of a total management development system that includes the identification of candidates, assessment/training of the candidates, and the presentation of career choices and development opportunities. (Author/IRT)

Discusses a universal foundation upon which a comprehensive supervisory training program may be built. Individual businesses can modify the basic plan, which was developed by the International Labour Organization, to fit their needs. (JOW)