A survey of 45 Libyan industrial companies found that many were owned/managed by government agencies. Management training and development were constrained by political, social, and economic factors, such as policies and laws, customs and beliefs about work, and import/export restrictions. (SK)

Evaluation of a teacher-training program in school management targeted at middle managers is based on a survey of 129 course participants, with a 76 percent response rate. Participants were satisfied with course content, delivery strategies, and support facilities; dissatisfied with the lack of direct school experience. (Contains 5 tables and 34…

Some people who reach leadership positions lack soft skills such as self-regulation, motivation, empathy, and self-awareness. Coaching or mentoring can help them pay attention to feedback and practice more effective leadership behavior. (SK)

Focuses on concept mapping as an alternative means of evaluating the compulsory module of the National Professional Qualification for Headship in the United Kingdom. A cohort of 15 primary-school senior managers were asked to construct their own maps based on the question "What are the essential characteristics of a successful…

Traces the evolution of the corporate university, which combines traditional management tools with new learning process models, bridging strategic theory and real-time learning. Advocates the need for movement away from traditional cognitive paradigms, suggesting the use of image simulations and metamanagement thinking. (SK)

Challenges two common assumptions in the literature on Knowledge Management: that knowledge originates in the individual and that once made explicit, subsequent interpretation of the representations of knowledge in symbolic form is unproblematic. Argues that the key to understanding the generation and sharing of knowledge is the role of text as…

Describes a project to help teachers and administrators identify challenging goals for professional development. Activities that help to heighten awareness include breaking routine, changing perspective, examining assumptions, and reading challenging material. Two important ingredients for the professional development process are time and…

Some cases of managers' resistance to learning may be explained in terms of the organizational structure in which they work and what these structures teach them. Organizational cultures may generate bonds of loyalty and group cohesion that interfere with attempts at training for change in management practice. (SK)

Management training programs are a necessity for transportation supervisors. Basic and advanced training programs are available through associations for business officials and university fleet management training programs. (MLF)

Thanks to the efforts of Chambers of Industry and Commerce and the immense output of universities and polytechnics, West Germany possesses a healthy balance of managerial talent in that area of companies that is vital for success--lower and middle management. (JOW)

This article reports findings of a mail survey of 519 managers in blindness services on their preferences for management training seminars. Preferences vary somewhat according to management level; there is little or no variation by region, public versus private auspices, education versus rehabilitation, or time in present position. (Author/PB)

A course for recently promoted police inspectors in England and Wales has three stages: precourse identification of learning objectives, six weeks of instruction, and four months of "learning through work." Five phases of instruction include role and context of police work, management skills, relations within the police organization,…

Describes a pilot program, the Career/Leadership Development Program for Women in Higher Education Administration, addressing the problem of limited access for most women administrators and faculty to career advancement programs. (JOW)

Describes personal development as a process of individuals acting and reflecting on the world and themselves. Discusses practical issues faced by facilitators in setting up and running self-development groups; focuses on the structure of the process; and presents guidelines. (JOW)

The data from this study of Presidential Management Interns from 1978 through 1984 classes confirm that the program has been successful in recruiting talented people to federal service. Some problem of retention remains primarily because of interns' disenchantment with the bureaucracy. (Author)