A college president challenges personnel administrators to play a leadership role in human resource management. Notes the need for career development programs for middle managers particularly and recommends an organizational development approach to faculty and staff career development. (JT)

The interview with L. W. Lehr, President of the U.S. Operation of the 3M Company, presents a management view of the company's training and development activities. The activities are based on behavior modification programs and organizational development approaches. (EC)

In order for management by objectives, or any other business system, to be fully effective, it is necessary to accept and include the hidden and/or unconscious motivations of each individual involved. (Author/MLF)

Proposes a theoretical approach to mediated communication in organizations suggesting that man-machine interface in mediated human communication is more effectively dealt with by using a comprehensive theoretical approach rather than separate communication devices that are tested as they appear in the market. (MH)

Investigates communication openess by examining the responses of one hundred supervisor-subordinate pairs in a hierarchical setting, and concludes that both supervisors and subordinates favor responses which reflect communication openess. (MH)

Reviews organizational development as a management system, stating that a content-oriented or task-requirements approach may be an appropriate intervention to help managers learn process training. Suggests a career development or management system study by a consultant for organizational development training. (MF)

Reports highlights of the American Society for Training and Development's (ASTD) professional development study to develop a model of professional roles and competencies for ASTD members. Members' ratings of trainer activities were used to construct role models for professional trainers. (M F)

Reports results and implications of a questionnaire administered to employees, measuring their perceptions of fair treatment by an organization and relates these perceptions to absenteeism and turnover. Enables professional personnel and industrial relations people to expand their roles in developing more effective organizations. (TA)

An educational experiment in teaching organizational behavior to undergraduates in England is reported, with focus on the value and limitations of a systematic form of discussion-group learning based upon a framework outlined by Fawcett Hill. (LBH)

Thirty-seven universities, colleges, junior colleges, and institutes were surveyed in order to clarify the available forms of educational assistance in training and development. A "curriculum cube" describes program types (resulting from the study) along three dimensions: Program level, curriculum content, and housing of program. (TA)

The various meanings of management development are presented in the form of a working hypothesis, concluding that management development highlights the conflict between ideals of enterprise and individual development and that the relationship between the individual and his organization should be reconceptualized. (MF)

A marketing and management professor advocates the use of a marketing approach for industrial training personnel during a period of recession. He states that marketing rather than just salesmanship is needed to promote training programs for lower as well as upper management. (MF)

Middle managers will be under the greatest strain as colleges and universities continue to adopt more efficient administrative practices and cut costs. They will meet the challenge by watching their time carefully and by maintaining professional development. (Author/LBH)

Provides an overview to an organization which is considering the initiation of a plan to share gains with its workers. Defines productivity, explains the benefits of improved productivity, examines a number of approaches to sharing productivity gains with workers, compares individual incentive plans with gain sharing plans, and finally, briefly,…

Reviews the initial management development component of an organizational change strategy to "Make General Management Work." Evaluates the success of the workshop in linking management and organizational development. (JOW)