The author warns that the generic nature of categorically funded programs presents a multitude of problems and risks to the program administrator, and suggests that these managers sharpen up their management skills if they desire professional satisfaction and success. (KC)

Some principles which have guided the U.S. Coast Guard in selecting, training, and developing capable managers in the past 200 years include: quality organizational executives, a selection process based on past performance, management of time, management experience, high ethical level, organizational "belonging," and immediate and…

Analyzes the managerial shortcomings of nonprofit organizations and offers some remedies for improving their information systems and then using the data generated to produce better funding procedures and more effective training for top managers. (Author/JG)

Discusses factors leading to the formation of the British Gas Corporation (BGC) in 1973 and how the main functions of BGC (sales and purchasing, engineering, service, and finance and personnel) plus management training and training technology across these functions blend together to provide an effective service throughout BGC. (SH)

A management consultant shares his observations and those of behavioral scientists in this discussion of the qualities of effective leadership in organizations. Points out that leadership requires use of intellectual power, creativity, diligence, and human understanding. (TA)

"Range of interest" has been defined as the competence to discuss a variety of subjects and the desire to participate actively in events. This little-discussed skill is extremely important to administrators' mental and emotional well-being. Talented administrators have an interest in many areas and take part in civic and cultural activities that…

Competency models involve a methodology that demonstrates the validity of the model's standards: are people who have the competencies better managers than those who do not? Competency models should no longer be regarded as a panacea and should be only one of the tools used by trainers. (JOW)

Begun in 1994, the Interstate School Leaders Licensure Consortium operates under the aegis of the Council of Chief State School Officers and the National Policy Board for Educational Administration. ISLLC builds on research about skillful administrative leadership and emerging societal and educational perspectives. Standards will strengthen school…

Data were collected from 12 states with Certified Public Manager training programs to establish benchmarks. The 38 benchmarks were in the following areas: program leadership, stability of administrative/financial support, consistent management philosophy, administrative control, participant selection/support, accessibility, application of…

Participants in management development (n=714) identified the most and least useful aspects of the program. Many felt that self-directed learning was demanding but led to deeper learning. At the same time, they showed discomfort with the tutor's role as facilitator and the lack of structure. Time pressures were major barriers. (SK)

"High flyer" or "fast-track" approaches are mainly instrumental for individual career development. A management development approach that emphasizes the match between personal growth and organizational learning contributes more directly to organizational competence, learning, and change. (SK)

Studies show that emotional intelligence underpins many of the best decisions, most dynamic organizations, and most satisfying and successful lives. Attention to emotions has been shown to save time, expand opportunities, and focus energy for better results. (JOW)

This issue contains bibliographic citations and abstracts of articles from over 360 journals (primarily from the United Kingdom and United States) on the following topics: further education, higher education, management education, and training. (SK)

Effective outdoor management development programs have certain features: emotional intensity, psychological safety, consequences, enhancement of self-confidence, use of metaphors, unpredictability, peak performance experiences, multiple skill/knowledge types, development of the whole person, and focus on transfer. They succeed because they sustain…

Notes that an action-oriented approach to management education combines analysis with insight, intuition, creativity, and learning by doing. Suggests it differs from a traditional approach in the nature of information, primary goal, basic premises, sanctioned actions, and preferred feedback forms. (SK)