A preliminary analysis of the issue of "homecoming" (problems occurring upon returning home from a training course) as it relates to management development courses has been constructed. It is recommended that courses aimed at self- and other-awareness and attitude reconstruction are more likely to result in homecoming problems and also to have…

Describes nine components involved in developing an effective instructional leadership team. Includes nine references. (MD)

In the face of a culturally changing work force, there is a need to retrain managers to supervise, develop, and retain workers from different cultural backgrounds. Retraining should include information on (1) stereotypes and assumptions, (2) unwritten rules, (3) membership, and (4) cultural differences. (CH)

A membership organization, the Harvard Principals' Center is showing that school administrators will voluntarily engage in activities promoting their growth as leaders in school improvement. The center provides an external support system in which principals are able to play a major role in their own development. (MD)

This article considers a training and development case study involving external advisors as training consultants in the development of a new management structure in a British mental handicap unit. The study provides a number of perspectives on the role of training and development consultants in helping "planning for change" activities.…

The author examines a team development approach to management that creates shared commitments to performance improvement by focusing the attention of managers on individual workers and their task accomplishments. It uses the "high-performance equation" to help managers confront shared beliefs and concerns about performance and develop realistic…

This article describes the complex nature of the principal's job and discusses four programs that help principals acquire the skills needed to be successful. These programs are (1) Peer Assisted Leadership (PAL); (2) Cognitive Coaching; (3) Developmental Supervision; and (4) Differentiated Supervision. (MT)

A study at CIGNA Corporation's corporate management development and training program attempted to prove that management training makes a real business contribution. Results demonstrated that net savings directly and indirectly due to the training program were substantial. (CH)

Describes a graduate study program designed by the Journalism department of Northeastern University to meet the needs of journalists who wanted management training. Discusses the program's development and problems it has encountered. (FL)

Based on the premise that the principal's role is crucial in the quality of a school, the author provides 10 specifications for working to improve the quality of principals. (MD)

Although management has always been viewed as a subject from different perspectives, it is argued in this article that the developing emphasis in management theory on the political nature of organizational processes is radically different from earlier approaches. (Author/CT)

This article focuses on two questions: (1) What experiences shape the norms, values, and skills of principals? and (2) How can these experiences be enhanced through formal and informal training and development activities? The article is concerned with school district-level activities and programs. (MT)

Career cycles should be considered apart from life cycles, even though the two are interrelated. This essay examines five theories about life and career cycles, and offers insights into their limitations and potential uses. (JB)

Describes "Looking Glass," the Financial Services Industry, and other simulations for management training seminars. The article examines how the games teach decision making and allow participants to become involved. It also discusses the future of computer-based training and the costs of such programs. (CT)

Presents authors' abstracts of nine unpublished papers presented at the British Educational Management and Administration Society's annual conference in 1984. The conference focused on the interrelationships between the individual and the system, with emphasis on the position of school administrators within the educational system. (PGD)