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)

The National Association of Secondary School Principals (NASSP) Assessment Center Project expects to have 53 comprehensive centers in operation by June 1986. Behavior modeling is the training strategy for professional development, and research has confirmed that the process can help predict who will be a successful administrator. (MLF)

In 1979, the University of California began using the assessment center method as a development program for staff employees. Expected outcomes of the program were improved job performance by participants and improved success in competing for management positions. The design and administration of the program are described. (MLW)

Four short articles discuss the training of those who will eventually own and operate their own businesses or have an opportunity to manage a business for others. They include facts, procedures, and concepts that will aid students in becoming effective members of the business community. (JOW)

Discusses a joint labor-management training program designed to explore possibilities of improving postnegotiation relationships between the two. Planning, design, implementation, and results of the program are described. (WL)

An evaluation approach to study the success of management development programs is presented. The evaluation is based on an analysis of the relationship between program success, program staffing, and four participant characteristics which might interact with perceptions of course favorability; age, education, years with the organization, and reason…